Årsredovisning 2025

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FENIX OUTDOOR
CSR REPORT 2025
www.fjallraven.se ● www.tierra.se ● www.devold.com ● www.hanwag.de ● royalrobbins.com ● www.naturkompaniet.se ● www.partioaitta.fi ● www.globetrotter.de ● www.friluftsland.dk

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Contents
Foreword by the CEO  ..................... 03
1.  Introduction and Overview ...... 04 
2. Nature ........................................... 08
3. Economy ......................................... 18
4. Society ............................................24
5. Well-being ......................................32
6. Performance Metrics and KPIs ....38
7. About the report ..........................56
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.

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In Sweden there’s  a concept called  
Allemansrätten – the Right of Public Access.  
It gives everyone the freedom to roam in 
nature, and it is the foundation on which our 
company was built. It shapes our deep respect 
for the natural world, and it frames how I view 
our responsibility as a business. Sustainability 
is not something we do on the side. It is a way 
of working and a way of being.
We often describe our sustainability jour-
ney as a special kind of trek. It has no finish 
line, only checkpoints. Some of them move, 
new ones appear, and sometimes the terrain 
becomes steeper than expected. But what 
matters is the determination to keep moving. 
Step by step, transparently and with purpose.
This year, I am incredibly proud of the rec-
ognition our teams have earned along the 
way. Fjällräven received the German Sustain-
ability Award in the Sporting Goods cate-
gory for 2026, a benchmark for sustainabil-
ity leadership across industries. And our CSR 
team accepted the ESG Transparency Award 
on the Petersberg near Bonn, Germany being 
named a “leading company” for our long-
standing commitment to honest, compliant 
and forward-looking CSR reporting. These 
awards matter because they acknowledge 
years of hard work and the mindset behind 
it. We have always focused on doing the work 
before speaking about it, sharing progress 
and gaps with equal openness. I am proud of 
our teams for staying true to that principle.
That principle is also at the core of The 
Fenix Way. When it was first created in 2012, 
it became the compass that guides how we 
operate and what we stand for. Today, the 
new 2026 edition continues that role. It cap-
tures our responsibility to nature, to society, 
to our partners and to our shareholders, not 
as separate pillars but as interconnected com-
mitments that shape every decision we make. 
The updated edition reflects new insights, 
global collaboration and alignment with 
evolving international frameworks, including 
the UN Sustainable Development Goals,  
Science Based Targets initiative and our 
human rights and environmental expecta-
tions. What I value most about The Fenix 
Way is that it is not a static document. It is 
alive. It is meant to spark conversation,  
challenge us and remind us that how we 
reach our goals matters just as much as 
reaching them. 
We also continue to uphold our commit-
ment to the UN Global Compact and the UN 
Climate Action agenda. These frameworks 
play an important role in shaping our sus-
tainability strategy and ensuring that we hold 
ourselves accountable to internationally rec-
ognized standards for responsible business. 
They help translate our values into concrete 
expectations and reinforce the integrity of 
the work we report.
One of the places where our values come 
to life most clearly is where we meet our 
users. Our Fjällräven Classics and Fjällräven 
Polar, along with our growing portfolio of 
local events hosted by local sales markets or 
retail stores, are not just celebrations of out-
door culture – they are a powerful sustain-
ability intervention. When we take thousands 
of people out into nature, sometimes for the 
first time in such an immersive way, some-
thing important happens: appreciation turns 
into responsibility. People who experience 
nature up close develop a much deeper sense 
of what must be protected. That transforma-
tion is one of the strongest forms of impact 
we can create.
Our stores, both through Frilufts Retail 
across Europe and our Fjällräven locations in 
North America and Europe, play a similar 
role. In an increasingly digital world, these 
physical spaces allow us to connect directly 
with our consumers and support them in 
using our products more sustainably. Frilufts 
Retail has expanded secondhand, repair and 
rental services in recent years, and I am 
pleased to see the momentum continue. In 
North America, Fjällräven now offers a 
nation-wide repair service. In North America, 
our flagship Fjällräven stores employ repair 
specialists to provide on-site repairs and alter-
ations. On top of that, we are expanding repair 
facilities at our central warehouses in Europe 
to accommodate fixes that cannot be done 
locally. These efforts extend product life cycles, 
but they also reinforce a mindset: buy better, 
repair more, use longer.
Of course, transparency remains one 
of the most important commitments we 
carry. Last year, Fjällräven took a signifi-
cant step by launching a more accessible ver-
sion of our CSR summary report and follow-
ing it with a candid campaign highlighting 
not just our wins, but also the goals we had 
not yet reached. Setting goals is easy. Reach-
ing them is hard. And when we don’t reach 
them, being honest about what held us back 
is essential for credibility. We will continue 
to operate with that level of openness, even 
when the message is uncomfortable. It is the 
only way to maintain trust.
Through all this, I am convinced that sus-
tainable success and commercial success are 
not opposing forces – they reinforce each 
other. A business that takes responsibility, 
invests in resilience, strengthens transpar-
ency and embraces circularity becomes 
stronger, more relevant and more competi-
tive. Our long-term growth depends on our 
long-term integrity.
As we look ahead, we do so with humility 
and determination. There is still much to be 
done and many checkpoints ahead of us. But 
I am proud of the people across our orga-
nization who continue to move us forward. 
Their passion, their expertise and their will-
ingness to challenge themselves are what 
make our progress possible.
Our responsibility to nature and society is 
not optional. It is the foundation of who we 
are. And together, we will continue this trek. 
Step by step, guided by our values, commit-
ted to doing better and determined to protect 
the nature, we all depend on.
Martin Nordin
Chairman of the Board
Proud of our wins and focused  
on the path ahead

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4  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG

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CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   5
1.1 PURPOSE OF THE REPORT
This report has been prepared in accordance with the Corporate  
Sustainability Reporting Directive (CSRD) to provide a comprehen-
sive overview of our organization's environmental, social and gover-
nance (ESG) performance. The report aims to ensure transparency, 
accountability and compliance with the European Union's sustain-
ability disclosure requirements. Through this document, we seek to 
offer stakeholders – investors, customers, employees, regulators and 
the broader community – insights into our sustainability initiatives, 
impacts and strategic commitments. For more technical informa-
tion, please refer to the section “ About the report. ”
1.2.SUMMARY OF GOVERNANCE AND STRUCTURE 
Fenix Outdoor International AG is a group of companies that 
develop and market high-quality outdoor gear through a select 
retail network, with a high level of service and professionalism, to 
highly discerning and fastidious end-users. Fenix Outdoor Interna -
tional AG, Corporate Identity Number CHE-206.390.054, with its 
registered offices in Zug, Switzerland, is stock-listed in Sweden 
(Stockholm Stock Exchange – large cap) and originates from  
Örnsköldsvik, the town where Fjällräven was founded. The chair -
man 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, 
nominal value 0.1 CHF/share, and 11,060,000 are Class B shares, 
nominal value 1.0 CHF/share.
As of December 31, 2025, the company held 19,439 B shares on its 
own books. Fenix Outdoor International AG had 7,586 shareholders 
at the end of 2025. The ownership participation of the 10 largest share-
holders constituted 85.6% of the total capital. A list of the major share-
holders can be found in the annual report 2025. The business model is 
grouped into three segments: Brands, Global Sales and Frilufts Retail.
In March 2025, Fenix Outdoor acquired 65% of the shares in 
Devold Norway A/S. 
1.3 EVENTS AFTER THE REPORTING PERIOD
In January 2026, Globetrotter Ausrüstung reorganized and restruc-
tured several business units. The focus was cost reduction, leading 
to the discontinuation of the Nature-Bonus scheme and the creative 
part of the Frilufts Brand. Subsequently, a junior CSR position was 
canceled. 
1.4 STAKEHOLDER ENGAGEMENT AND  
MATERIALITY ASSESSMENT
We recognize the importance of engaging with our stakeholders to 
understand their expectations and concerns regarding sustainabil-
ity. This report incorporates feedback from key stakeholder groups, 
including employees, investors, customers, suppliers and regulatory 
bodies. Fenix Outdoor engages in open dialogue with civil society groups 
and other societal actors on various subjects, particularly those 
relating to environmental, social, societal and human rights topics. 
We collaborate in projects or explore best practices and benchmarks 
for the outdoor industry.
By the end of 2025, around 99% of our business partners repre-
senting suppliers on Tier 1 level had signed our Code of Conduct 
(CoC); 73% on Tier 2 level, with a wide variation between the differ-
ent brands. There were no significant changes over 2024. As we have 
five 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. 
Fenix Outdoor Brands Unit 
Each Fenix Outdoor brand has developed its own individual sustain-
ability agenda with distinct sustainability goals and implementation 
plans. The sustainability plans for 2026-2030 were approved by the 
Board in November 2025. In 2025, we continued our work on our 
sustainability strategy. We engaged an external partner to identify 
gaps, and we refined and restructured the outcome paper from the 
workshop held the year before. In 2025, we held several individual 
sessions with brands, retailers, significant operational units and top 
management. On that basis, responsibilities have been assigned, and 
implementation deadlines have been set. With that, we have devel-
oped and internally published our Sustainability Strategy to coordi-
nate the efforts effectively across the organization. 
To improve our supplier management, all brands worked much 
closer together, and under the roof of the central CSR Department 
we offered internal training and educational events that helped to 
build awareness and understanding for sustainability challenges. 
Frilufts Retail Unit
Mirroring the Brands' activities we also developed a Frilufts Retail 
Sustainability Strategy with specific goals and targets for each retail 
operation. In response to the German Supply Chain Due Diligence 
Act (LkSG), we have also required our brand suppliers to sign a 
Code of Conduct as a sign of goodwill and ethical commitment to 
decent supply chain and human rights management.
A total of 757 brands, representing 99% of the purchase value, 
have signed our Brands Code of Conduct for Frilufts Retail in 2025, 
allowing us to fulfill our reporting obligations toward the  
German authorities in 2025. Considering risk exposure, we have 
started several inquiries on ad hoc matters arising from political 
changes and threats to fundamental human rights. 
Materiality Assessment
Since 2012, our materiality assessment process has helped identify 
the most significant ESG issues that influence our business oper-
ations and long-term value creation. In 2025, we further refined 
our Materiality Matrix approach and increased alignment with the 
legally prescribed process by the EU. The new “Omnibus I” process 
led to a reduction in reporting burden for many reporting entities. 
However, it also exempted about 80% of the obligated companies 
from reporting at all, making a level playing field a bit questionable. 
1. In troduction and Overview

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6  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG
Nonetheless the postponement of certain requirements allows most 
companies to refine their Double Materiality Matrix even more, 
making it potentially more meaningful.
Description of methodologies and assumptions applied in 
process to identify impacts, risks and opportunities and 
processes
As detailed in 2024, in our sustainability approach we started with 
the basic consideration by employees and management of the ques-
tion of what it is that we are doing and what are the possible reper-
cussions and side effects. To execute this throughout the Group, 
we apply the Fenix Management Compass ® with the four cardinal 
directions “N = Nature, ” “E = Economy, ” “S = Society” and  
“W = Well-being. ” With this approach, we cover all relevant focus 
areas of sustainability. As signatory to the UN Global Compact since 
2012, we also focus on Compliance and Anti-Corruption. Therefore, 
Compliance and CSR/Sustainability are managed under one roof.
When assessing all steps of our production and services, we look 
at the following aspects:
•  W hat effect does our way of doing things have on any of the four 
cardinal directions? Is it positive, negative, or even both?
•  W hat kind of (unwanted) side effects may exist?
•  H ow can we remediate the negative effects of our activities?
•  A re those effects/repercussions short-, mid, and/or long-term as 
far as we are (and can be) aware?
Based on these basic questions, we refined our risk approach and 
assessment. Through several stakeholder surveys and roundtables, 
held between 2012 and 2023, but nowadays mainly through direct 
engagement with employees, customers/consumers, suppliers,  
service providers, regulators, science, non-governmental and not-
for-profit organizations (civil society), we were able to identify areas 
of concern and/or interest to our stakeholders.
Based on the outcome of these steps, we prioritized the material 
matters based on:
• Number of mentions by various stakeholders
• Severity of the impact
• Urgency of the impact mitigation
•  B usiness relevance based on influence and available  
remediation tools
• Own internal know-how and scientific considerations
• Economic impact.
With the application of the Global Reporting Initiative Stan-
dard in 2012, we introduced a monitoring and reporting framework. 
We set goals/targets for the Group as laid out in “The Fenix Way” 
Annex as a five-year strategic plan, for 2015–2020 in the first ver-
sion of the document and for 2020–2025 in the second version. The 
third update has been published in January 2026 and runs from 2026 
through 2030.
Founded on the Sustainability Agenda, addressing the four cardi-
nal directions, Fenix Outdoor’s CSR Team works with the relevant 
business units and upstream and downstream partners to address 
steps to achieve the goals set. The tactical steps take into consider-
ation the role of Fenix Outdoor’s entities, our reach, the ability of the 
partners to contribute and the dependencies in certain geographical 
regions as well as possible mitigative steps achievable though wider 
partnerships, such as membership in the Fair Labor Association, 
Cascale and Textile Exchange.
The Fenix Management Compass® addresses prominently the car-
dinal direction “E = Economy. ” Economic considerations and effects 
stemming from risks in the other three directions or from the view 
angle of compliance and business ethics are taken into consideration 
in the annual report, and reservations or investments to hedge or 
mitigate are undertaken. There is alignment between the Financial 
Department and the Sustainability/Compliance Department. The 
CFO and CSO/CCO meet frequently.
1.5 SUSTAINABILITY STRATEGY AND COMMITMENTS
Sustainability is embedded in our corporate strategy, with a focus on 
responsible resource management, social responsibility, ethical gov-
ernance and long-term resilience. Our sustainability commitments 
include:
•  R educing carbon emissions and enhancing energy  
efficiency
•  P romoting diversity, equity and inclusion (DEI) in the workplace
•  S trengthening ethical supply chain practices
•  E nsuring compliance with human rights and labor  
standards.
As in previous years, we consider climate change and the associ-
ated extreme and unpredictable weather events as strategic risks and 
a priority for action. We also think that most of our environmen-
tal endeavors are directly or indirectly linked to preventing or mit-
igating the negative climate effects and helping to achieve the 1.5°C 
Paris Agreement goal. In 2025, we continued projects in our own 
operations and in our supply chain to help foster a more sustain-
able, independent and CO2e-reduced energy supply. The year 2025 
is characterized by continued political and economic instability, eco-
nomic downturn and disruption. The wars in Ukraine and Gaza, 
tensions in the Middle East, the US import duties and the extraor-
dinary budgetary spending of many governments with unknown 
side- and long-term effects led to a general notion of insecurity, fear 
and enhanced polarization. In addition, despite the easing regarding 
EU legal demands, increasing regulations in other parts of the world 
and restrictions concerning products, chemical treatments, product 
packaging and disclosure requirements led to increased bureaucracy. 
Also, our customers have very different and at times non- 
environmentally sound or “sustainable” demands. All this creates 
fields of tension where the most viable and economically acceptable 
solution does not necessarily lead to more sustainable business oper-
ations. The current political trend in various legislations is a step 
back when it comes to creating a fair economic level playing field. 
Through continuous innovation and collaboration, we aim to  
contribute positively to the global sustainability agenda while ensur-
ing business growth and resilience. We follow our own Fenix Way 
which often differs from mainstream views.
1.6 STRATEGY AND APPROACH
Over the past few years, we have built partnerships and reinforced 
existing relationships, and we did not change our network in 2025. 
Fenix Outdoor has been a reliable and constant signatory and sup-
porter of the UN Global Compact since 2012 and continues at the 
participant level for its further engagement. We actively take part in 
the UN Fashion Industry Charter for Climate Action (UNFICCA) 
and the Swedish Textile Initiative for Climate Action (STICA), and 
we are cooperating in the North American market with the Outdoor 
Industry Association's (OIA) Climate Action Corps. We continued 
our involvement in Cascale and furthered the rollout of the Worldly 
modules such as applying the Higg FEM and Higg FSLM.
As a member of the Fair Labor Association (FLA), we continuously 
further develop our social compliance governance. We are committed 
to fair labor conditions, and we support the concept of living wages. 
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

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CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   7
research in recycling, the use of organic material, improved supply 
chain management, and better choice of materials. As a signatory of 
The Microfiber Consortium (TMC), we support and contribute to 
research of microfiber impacts on the environment.
One of our entities is a member of the Swedish Tourist Associa-
tion (STF). 
When it comes to certification schemes, we do not aim for formal-
ized certifications of any type of management systems. We believe that 
as Fenix Outdoor our responsibility is to do things right and to com-
municate only what we have evaluated ourselves and can stand behind 
with our own name. However, in many operations ISO 9001 and ISO 
14001 principles are applied in a formal or informal manner. About 
15% of our Tier 1 suppliers are certified to an environmental man-
agement scheme. One entity of the Fenix Outdoor Group is certified 
according to ISO 14001, ISO 9001 and ISO 45001. We are also legally 
obliged to be certified in one entity according to ISO 50001. Several of 
our suppliers carry certifications or deliver materials which often carry 
significant and reputable signs of conformity to industry standards, 
such as GOTS, RCS, Bluesign or others. We appreciate these certifica-
tions and labels. However, we only demand certifications of materials 
and the chain of custody for production purposes to make qualifying 
statements on our material use. The information is stored internally 
and not necessarily communicated to our constituency except in 
generic terms (such as “recycled” or “organic”).
The Fenix Way Management Compass® has continuously guided 
all Fenix Outdoor sustainability activities as described in “The Fenix 
Way. ” It remains our universal management tool, mandatory for the 
whole group and all employees, and has been updated in 2025. The 
Board approved the updated Fenix Way and the Code of Conduct in 
November 2025. 
Various significant impacts and negative side effects occur in  
different stages of our services and products’ lives. From raw mate-
rial sourcing, through spinning, dyeing and other processing steps, 
to the transport, sale, use and repair of our products until they truly 
reach the end of their life, all four cardinal directions of our com-
pass are affected. We want to contribute to healthier, more resil-
ient natural systems, top financial performance and more knowl-
edgeable, happier and environmentally conscious people. We engage 
and conduct a wide array of projects, which are managed and orga-
nized by each entity individually. However, all activities address the 
compass directions and focus on moving us steadily along the path 
to sustainability. At the Group level, our brands and retail compa-
nies developed a common and streamlined program of focus areas: 
we have addressed social compliance matters throughout the supply 
chain and within our own organization, through addressing the rec-
ommendations we have received from our partners at the FLA. The 
CSO is also taking the responsibility of being the group-wide Human 
Rights Officer. That position is complemented by the Global Sustain-
ability Director for Fenix Outdoor brands, the Human Rights  
Coordinator working in that team, the Social Compliance Auditing 
staff covering audits and remediation with suppliers and the Senior 
Sustainability Manager in Globetrotter Ausrüstung, who oversees the 
human rights tasks in the retail operations. 
As climate change is a global challenge, we address the importance 
of climate mitigation and positive climate action. In 2025, we contin-
ued to dive deeper into our Scope 3 emissions of which we are cap-
turing and calculating increasingly. The transport-related activities 
are under constant scrutiny (including looking at the optimization of 
planning and shipping). 
All suppliers and value chain partners working with Fenix Outdoor 
brands must adhere to our Restricted Substances List (RSL, which 
is also used as the MRSL, or Manufacturing Restricted Substances 
List). We update our Chemical Guideline (RSL) on a yearly basis, 
reflecting the latest scientific research and following our own precau-
tionary and proactive approach going beyond the current and com-
ing legal requirements. The Fenix Outdoor Chemical Guideline pro-
motes the phase-out of hazardous substances as materials and acts 
as a guide to less hazardous alternatives. The Fenix Outdoor RSL 
also includes additionally a testing matrix supporting the supplier in 
what substances may pose risks in different types of materials.    
A focus area of work in 2025 was the close monitoring of PFAS 
in products and often-unknown applications and the updated Cal. 
Prop. 65 regulations with respect to BPA and BPS. 
We have also consolidated and streamlined the testing process 
for all textile brands under the Fenix Outdoor umbrella, including 
microfiber shedding tests according to the standard developed by 
TMC with a new third-party partner. The CSR team has also held 
several internal training courses on chemical-related topics such 
as the newly implemented or updated test standards and potential 
future challenges.
1.7 STRUCTURE OF THE REPORT
We continued enhancing the alignment with the CSRD require-
ments and followed the structural framework as follows:
Chapter 2: Nature. It includes all environmental performance top-
ics and gives insights into our environmental impact, climate action 
strategies and resource management. In all chapters we identify the 
impacts, risks and opportunities and describe the policies, actions 
and targets. The latter can also be found in our Fenix Way Sustain-
ability Agenda 2020-2025. It covers the CSRD topics covered under 
ESRS E1, E2, E3, E4 and E5. 
Chapter 3: Economy. In contrast to previous reports, we capture 
our own information such as the activities under the “ A Greener 
Choice” program and our “pre-loved” projects as well as the  
EU Taxonomy information here. We also describe the corporate  
governance structure and business model, offering an overview of our 
corporate governance framework, risk management and ethical prac-
tices including compliance and anti-corruption practices. Therefore, 
the CSRD topics ESRS, G1 and partly S3, and S4 are presented.
Chapter 4: Society. The chapter describes our social performance 
and focuses on details on our value chain activities including work-
force, labor practices, community engagement and social responsi-
bility initiatives. The ESRS S2 is covered.
Chapter 5: Well-being. Here we describe the social perfor-
mance regarding our own workforce and cover the details on work
-
force diversity, labor practices, staff development and internal social 
responsibility initiatives. ESRS S1 is covered.
Chapter 6: Performance Metrics and KPIs. For all topical areas, 
tables on quantitative data points are given and serve as references to 
the respective chapters before.
Chapter 7: About the Report. It covers a description of perfor-
mance metrics and the methodology used in the report.
We invite our stakeholders to review this report and engage with 
us in shaping a more sustainable future.
1.8 LOOKING BACK
With this report we close our 2020-2025 Sustainability Agenda’s 
cycle. A lot has been achieved despite a very unstable and unpredict-
able quinquennium. In the following chapters, we will give an over-
view of the 2025 activities and achievements but also shortcomings 
and the status versus our 2025 goals.

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CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   9
2.1 FENIX OUTDOOR’S APPROACH TO THE  
ENVIRONMENT
Nature is where we at Fenix Outdoor feel most at home. Enabling 
people to get outdoors is why our founder made his first backpack in 
1950, and it continues to be the main reason why we make and sell 
outdoor products today. Thus, at Fenix Outdoor, we feel it is our duty 
to protect our planet by minimizing our impact on the environment 
as much as possible, with the goal of working to restore nature, so 
jointly with our customers and other stakeholders we can continue 
to enjoy the outdoors for generations to come. 
Represented by the “Nature” pillar of our management compass, 
ecological sustainability is a core part of our operations and decision- 
making at Fenix Outdoor. We aim to be transparent about our 
approach to sustainability, considering not only our emissions but 
also our impact in other areas such as pollution and chemical use, 
water, circular economy, resource efficiency, land use and biodiver-
sity. In this section, we provide a detailed overview of the actions we 
have taken to reduce our environmental impact in 2025, the risks 
and opportunities we see for the future and how our strategy and tar-
gets will continue to guide us forward. 
Fenix Outdoor and its entities jointly base their actions on the  
following key aspects:
•  S ustainable material solutions: Increasing our share of “more 
sustainable” materials based on our Preferred Fiber List (PFL), 
inspired by using leading industry benchmarks (e.g., Worldly’s 
Material Sustainability Index and the Textile Exchange Preferred 
Fiber Matrix)
•  T ransparent supply chain: Partnering with Lloyd’s Register  
Quality Assurance (LRQA) to extend our reach and deepen our 
knowledge of the full array of supply chain matters with regard 
to the environment; strengthening the adoption of the Higg 
Index Facility Environmental Module (FEM) by our suppliers 
and supporting them with training and a Corrective Action Plan 
(CAP) process
•  E nvironmentally responsible production: CO 2 emissions 
accounting and reduction along our Fenix Outdoor Climate 
Strategy (see CSR Report 2021, p. 20 and first draft of our  
Transition Plan); integration of circular production practices 
(e.g., zero waste development) into standard processes; and  
circular business models (textile to textile recycling, secondhand, 
rent and repair services)
•  S ustainable store and facility management: Adoption of the 
Green Business Benchmark in our North American stores to 
measure and enforce sustainable practices; having ISO manage-
ment systems in place to manage and use resources efficiently 
(ISO 50001 at Globetrotter, ISO 14001 and STEP in Devold’s 
own production in Lithuania); and applying the Re:Think store 
concept for the Globetrotter stores
•  C ontinuation of eliminating hazardous chemicals and updating 
the group-wide Chemicals Guideline considering new regulations
•  E nabling consumers to identify the best and most sustainable 
product for their needs by expanding our internal labelling/ 
scoring models and enforcing supply chain compliance with 
transparency and traceability demands.
We at Fenix Outdoor make our products consciously, leveraging 
emotional longevity to ensure they last for generations. We call it 
timelessness, durability and sustainability. Fun fact: As we stem 
from Swedish roots: did you know that in Swedish durability and 
sustainability are the same word? “Hållbarhet“ means more than 
long-lasting – it is a holistic and inclusive concept with a long-
term perspective. We believe one should be able to wear a gar -
ment for generations. A product’s story should be lifelong, not 
short-lived or used only once in one’s life. But sometimes trade-
offs are tough to solve: some materials might be better for the cli -
mate but are not recyclable and do harm to animals and plants 
when they end up in nature. We have identified all environmen -
tal-related reporting standards as material for Fenix Outdoor 
in either our own operations, our value chain or both. The gov -
ernance of our positive and/or negative impact on any stage of 
our value chain is supported by several tools, internal and exter -
nal policies, monitored by the different Sustainability Manag -
ers within the Fenix Outdoor Group and the Chief Sustainability 
Officer, and supported by our Compliance staff in Asia as well as 
our third-party service partner LRQA. To strengthen our due dil -
igence process and supplier engagement in China, we joined the 
International Institute of Public & Environmental Affairs (IPE) 
in 2023. Our work complies with international and national envi -
ronmental laws and aligns with global frameworks and interna -
tional standards (e.g., the UN Framework Convention on Climate 
Change or the GHG Protocol). We are also members of a diverse 
range of industry initiatives that help us to stay on track with the 
latest developments with regard to environmental developments 
(see Chapter Introduction and overview).
While working toward a more sustainable business anchored in 
our Fenix Way, some adverse impacts on nature and environmen-
tal resources remain. Through our double materiality assessment, 
we systematically reassess actual and potential positive and negative 
impacts, risk and opportunities on the environment from our own 
operations as well as from the supply chain. 
Our material impacts, risks and opportunities are assessed during 
different processes:
•  D uring integrated production country risk assessments in  
conjunction with an HREDD assessment, annually updated and 
on request from brands by CSR team. National and sub-national 
level data is obtained on a regular and constant basis via our ESG 
tool EiQ, which also covers environmental parameters (carbon 
intensity, flood risk, water stress, etc.)
•  O n material/fiber level, especially with regard to natural fibers 
based on industry knowledge and company-specific supply 
chains for our main materials
•  O n brand level, during strategy development with support of 
CSR workshops and during the adoption of new markets and, if 
applicable, in new production countries
•  U pdated during CDP Reporting, in case any new impacts have 
been identified during the annual greenhouse gas accounting 
process or specific circumstances
•  O n retail level as part of the energy management system.
The tools and processes listed above help us to mitigate potential risks.
2. Nature (ESRS E 1 – E5):  
Our Environmental Mission 
2. TABLES, PAGE XX-XX

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

10  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG
2.2 CLIMATE CHANGE (E1)
2.2.1 Impacts, Risks and Opportunities
Climate change is one of the most pressing topics of our time. To 
mitigate climate change we developed our first climate strategy in 
2020, informed by our DMA and the identified impacts, risk and 
opportunities. For our long-term planning we developed our climate 
transition plan with the objective to limit global warming to 1.5°C, 
achieving net-zero and outlining the major decarbonization levers in 
our value chain and with respect to our business model. The transi-
tion plan will be updated over the course of 2026. The biggest levers 
identified were renewable energy sourcing and electrification of pro-
duction processes in the supply chain, transitioning to more sus-
tainable raw materials, decarbonizing our logistics operations and 
expanding our circular business models, among others. 
2.2.1.1 Impacts
Our main impacts derive from different value chain stages and need 
to be assessed as such. From our own operations, the main climate 
impact comes from the energy consumption of our own locations, of 
which our four production sites, stores and distribution centres are 
the most impactful. Our main upstream climate impact stems from 
the production of our products, including raw materials and trans-
portation. The use phase and end-of-life treatment mark our biggest 
impacts from products sold. 
Our energy consumption is mainly driven by electricity used to 
produce Hanwag shoes and Devold of Norway gear, store operations 
(lighting, air conditioning and in some cases heating) and distri-
bution centres, followed by gas consumption for heating and warm 
water generation. A more detailed breakdown is provided in table 
N-1. Since renewable electricity sourcing is becoming more avail-
able and economically feasible under certain limitations, we see the 
decarbonization of our heating sources as the most challenging of 
our impacts coming from energy consumption.
In general, energy sourcing is decentralized. Most of our locations 
are rented, and thus energy supply for heating is most often included 
in the rental agreement. Our influence on the energy sources is 
therefore limited. For stores located in shopping malls we most often 
depend on the shopping mall operator even for electricity. However, 
with green leases for an increasing number of locations we have 
progressed to having agreements in place to incorporate environ-
mentally sustainable practices and energy-efficient measures to 
reduce the environmental impact of a building. Such leases outline 
responsibilities for both landlords and tenants in managing energy 
use, waste and resource consumption. They encourage collaboration 
to improve building performance, reduce costs and promote sus-
tainability. To steer renewable energy procurement, we established 
a guideline 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.
2.2.1.2 Risks
From the identified impacts, we can derive potential risks (physical and 
transitional), some of them we already saw materializing in the past:
•  H uge parts of our supply chain partners are in the global south. 
This region is in general more vulnerable to climate change effects 
than the global north. Changing weather conditions and increas-
ing 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 cotton or hemp, 
the destruction of homes and the creation of unsafe circumstances 
for our supply chain partners. Reduced production capacity can 
also lead to disruptions in our product supply through delayed 
deliveries. Independent from production capacity but depending 
on changes in weather patterns, our warehouses might not be 
accessible due to floods or heavy storms. Unfortunately, we have 
already seen some of these risks materialize in the United States. 
Hurricane Helene, which experts say had higher rainfall due to cli-
mate change, caused physical damage to our store and products 
and ultimately forced the closure of our brand store in Asheville, 
North Carolina, in 2024.
•  A  study from the ILO shows that large swaths of apparel-producing 
areas in Asia will be underwater by 2030. This may also require 
adaptation and mitigation measures by our suppliers in the Ho 
Chi Minh area of Vietnam. In addition, heat-humidity will likely 
pose a risk to human health for a large part of our Southeast Asian 
supply chain, according to the AR6 Synthesis Report.
•  Th e conversion rate (percentage of store visitors who complete 
a purchase) plays a central role in our retail performance, and 
is even increasingly important when external factors such as 
weather conditions impact store traffic.
•  A lthough no legal requirements are in place for the time being 
for our industry, more regulations with respect to a company’s 
greenhouse gas emissions and carbon pricing are to come. 
Already today we are affected by increasing carbon pricing for 
fossil fuels due to our self-operated locations (mainly production 
and retail) and increasing operational costs. 
•  W e see the risk of a regulated market especially for recycled syn -
thetics in the textile industry. We are aware of possible restric-
tions for PET bottles being recycled into fabrics. In the future, 
most likely only textile-to-textile recycled synthetics will be 
accepted as certified more sustainable. Since this is a technology 
that needs to be upscaled, we see the risk of a slow adaptation 
and thus existing fabrics will most likely come with a premium 
for a couple of years.
•  T o maintain competitiveness in the course toward a low-carbon 
economy it is important not only that we prepare and adapt but 
also that our direct and indirect partners of the value chain do 
the same. Partners without a climate strategy including science-
aligned targets and actions plans can be a risk to the resilience of 
our business in the future. 
2.2.1.3 Opportunities
By adapting our business to a changing environment, we see an oppor-
tunity to enter new markets by developing garments for hotter, more 
humid conditions. This will also help us to stay strong in the market 
when conditions for outdoor activities change in our main markets 
of Europe and North America due to climate change. This potentially 
gives us the chance to also expand our business to the global south, 
where conditions are already very suitable for our lighter products.
2.2.2 Policies
To mitigate climate change, we have a set of policies in place that 
help us to implement our climate strategy and transition plan. The 
scope of the policies covers all Fenix Outdoor entities and they are 
updated if necessary. 
•  R enewable energy policy (renewable energy sourcing criteria 
and targets, including heating and cooling)
•  C ompany car policy (procurement/leasing of company cars 
including pollution-related limits)
•  A ir freight policy (internal process description of how to act if 
additional air freight is needed)
Other policies, which do not target climate change primarily, but 
which play into our mitigation efforts, are:

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

CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   11
•  F enix Outdoor Chemical Guideline (RSL)
•  P referred fiber list (PFL)
•  D ue diligence process for new store locations and interior design 
guideline for Frilufts Retail entities
•  F rilufts Retail Brand Supplier Code of Conduct Implementation 
Policy (supports application of the Code of Conduct, which 
requires partners to also engage in climate actions in their  
operations and deeper supply chain).
2.2.3 Actions
Our actions in 2025 focused on energy efficiency and renewable 
electricity sourcing for our own operations as well as renewable 
electricity sourcing in production countries, capacity building and 
implementation projects.
Ongoing and completed mitigation measures in our own operations 
in 2025 include:
•  D evold changed all factory lighting to LEDs, resulting in elec -
tricity saving of about 117 MWh.
•  F enix Outdoor Finland Oy worked on energy efficiency in the 
office space (improved window and door insulation as well as 
optimized room temperature) and the overall building (LED and 
charging stations for electric cars).
•  S ince adopting the framework of Green Lease Agreements, 
the number of agreements in place rose to 18% (8 Globetrotter 
stores and 14 Partioaitta stores).
•  N aturkompaniet’s electricity consumption in Sweden has 
decreased by 17% since 2019 (only including comparable stores 
with no change in store area due to relocation or renovation). 
The reason is mainly due to the installation of LED lighting in 
2021 and energy awareness weeks in stores.
•  D ecarbonization of our energy consumption: we moved five more 
locations to our renewable electricity contracts both in Norway 
and Sweden, increasing the percentage of renewable electricity 
covered by a retail contract to 72%. For the residual electricity 
amount, we invested again in energy attribute certifi-cates for elec-
tricity to continue sourcing 100% renewable electricity globally. 
The systematic purchase of green electricity is having a significant 
impact and our scope 2 emissions, which decreased by 82%  
compared with the baseline year 2019. We adhered to the RE 100 
criteria for energy attribute certificates (electricity) wherever pos-
sible but use IRECS ex domain for some countries (see table N11). 
Forecasting for certificate sourcing remains the main challenge to 
ensure 100% coverage for renewables. 
•  T o get a better understanding of potential future reduction path -
ways for Scope 1 we invested resources in Scope 1 biogas certifi-
cates that align as much as possible with the EU ETS market. 
Though market-based accounting for Scope 1 is under discus-
sion, it shows the reduction potential such a mechanism would 
have, especially for rented operations. By applying the require-
ments for the mandatory market, the share of renewable gas is at 
20% (2024: 54%, mainly biogas certificates and small-volume 
contracts). We follow the discussion on market-based account-
ing for Scope 1 closely. 
•  I n 2025, North American stores implemented a variety of  
sustainability-related initiatives. Several stores focused on 
improving their teams’ knowledge about Fjällräven’s sustainability 
initiatives, ensuring that new employees are trained on sustain-
ability and that sustainability is always featured in product train-
ing. Many stores also focused on improving waste management. 
For some, this included educating employees on waste sorting, 
while for others it meant finding ways to reuse plastic and card-
board that would typically be thrown out. For example, our store 
in Niagara-on-the-Lake in Ontario reused silica packets and  
fabric from lightboxes to make weight packs, which can be used 
when customers try on backpacks to give them a better idea of 
how the item will feel when loaded with gear. 
•  Th e Green Business Benchmark (GBB) tool underwent a major 
update in March 2025. To give our stores time to adjust to the new 
platform, we tracked sustainability progress outside the system in 
2025 and will continue tracking progress via GBB in 2026.
•  I n 2024 Globetrotter became a member of the Outdoor Retail 
Climate Commitment (ORCC), a group of European outdoor 
retailers who commit to the 1.5° C target and to transparently 
report on their GHG emissions and actions. The group speaks 
with one voice toward brands in the outdoor industry to set  
science- based targets themselves and to start or continue the  
climate journey. The share of total sales volume covered by a  
climate commitment increased by 7.6 percentage points, reach-
ing 66.58% (2024: 59%). This reflects a continued expansion of 
climate-related commitments across the value chain and repre-
sents meaningful progress compared with prior periods. 
Ongoing and completed measures in our transport operations in 
2025 include:
•  T o decarbonize our transport operations, Fjällräven invested 
again in marine biofuel certificates through the book and claim 
mechanism with our forwarder Flexport. In total, we reduced 
our emissions from sea freight by 287 metric tons of CO
2e, 
which marks a reduction of 25% for Fjällräven’s sea shipments.
•  I n 2025, we initiated electric drayage operations for inbound over-
seas containers, transporting them from the Port of Hamburg to 
our distribution center in Ludwigslust using fully electric trucks 
(E-trucks) via Contargo and orchestrated by Flexport (check out 
the QR code below). This transition was implemented with mini-
mal additional cost and without compromising operational flexi-
bility or service levels. By shifting from conventional diesel trucks 
to electric drayage, we reduced transport-related emissions from 
an estimated 31 metric tons of CO
2e 
to just 2 metric tons of CO2e — a total 
reduction of 29 metric tons of CO2e. Over 
the course of the year, 127 containers 
were transported fully electric between 
Hamburg and Ludwigslust. This initiative 
demonstrates that targeted investments 
in low-emission transport solutions can 
deliver measurable climate benefits while 
maintaining operational efficiency and 
cost discipline.
Compared with 2024, our total CO
2e emissions went up from 4,056 
metric tons of CO2e (gross) to 5,388. Despite our efforts in various 
areas to reduce our CO2e emission footprint through transporta-
tion such as better planning, consolidation of cargo and the use of 
low-carbon transportation solutions, the absolute CO
2e emissions 
increased. There are a couple of main drivers for this increase:
•  Th e increase in emissions for inbound transportation through 
container-shipment and airfreight is partially driven by an 
increase in inbound volume for our brands’ business.
•  D ue to fast and significant increases in import duty rates for 
imports into the United States, we imported substantial amounts 
via airfreight to ensure goods arrived before the higher import 
duty rates came into force.
•  S imilar to the rationale behind airfreight, we have also utilized 
Our Decarbonization 
Journey in  
Transportation

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

12  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG
“express” ocean freight services from Asia to the US, which 
resulted in higher emissions intensity per nautical mile and ton-
kilometer from Asia to the US.
•  A ll container lines have navigated around the Cape of Good Hope 
for their journeys from East Asia to Europe, significantly increas-
ing the distance compared with sailing through the Suez Canal. 
This was already the case for 2024 but not in the years before.
•  F or palletized and parcel distribution, which are less global in 
our case and less exposed to geopolitical events or changes, we 
have seen a reduction compared with 2024.
Ongoing and completed measures in our production countries in 
2025 include:
•  T o strengthen environmental due diligence, we developed a 
complementing audit checklist for our initial social compliance 
audits focusing on high risk environmental aspects and strategic 
areas from our sustainability strategy.
•  S ince 2025 was the third warmest on record according to the 
World Meteorological Organization, we wanted to understand 
the impact of heat days on our supply chain partner factories: 
12% of the factories taking part in our Sustainability Supply 
Chain Survey measure heat days systematically (e.g., in accor-
dance with the Wet Bulb Globe Temperature method). So far, 
the impact has not resulted in less productivity, quality issues or 
worker discomfort on a large scale. Mitigation measures (pre-
ventive or reactive) are in place as well, for example air ventila-
tion, air-conditioning, adjusted work schedules and additional 
beverages. We will continue to monitor the situation over the 
coming years.
•  W e continued our collaborative project work with the EOG  
Carbon Reduction Project by participating the Carbon Target 
Monitoring Program (CTM) and started a joint Energy and 
Water audit with one of our biggest Tier 2 suppliers in South 
Korea with other STICA members.
•  W e conducted a renewable electricity sourcing training with our 
Vietnamese suppliers in late 2025. We can already see effects 
and an increased uptake of renewable electricity. The main mar-
ket instrument used is on-site solar panels as well as IREC sourc-
ing. As far as we are aware, the share of Tier 1 suppliers sourcing 
renewable electricity increased compared with last year, covering 
34% (2024: 19%) of our share of electricity reported through our 
Sustainability Supply Chain Survey. 
•  B y end of 2025, additional 8 (until 2024: 20) of our Tier 1 suppliers 
conducted renewable energy feasibility studies according to their 
declaration in our Sustainability Supply Chain Survey; at least 3 
of them installed the panels in 2025 and 4 facilities plan to do so 
within the next two years. 
The triad of our climate strategy is to avoid, reduce and compen-
sate for unavoidable emissions. Because we are not yet able to elim-
inate our energy, transport and product-related emissions, we have 
decided to compensate for them through investments in carbon 
reduction and removal projects outside our value chain. The proj-
ects we have invested in can be identified below.
2 The total amount 
we compensated for was 18,990 t CO2e (2024: 20,780 t CO2e), which 
equals our own directly controlled emissions (Scope 1 and 2) and 
selected Scope 3 emissions: consumables, transport of shipments 
(up- and downstream), business travel, commutes and homework-
ing emissions, waste and water, some product-related emissions and 
internal as well as external events (Classics, Globetrotter Freiluft, 
Kick Offs). Again, we considered a couple of main suppliers. In addi-
tion, marketing materials such as catalogs and flyers were partially 
offset as part of the purchase agreement, which amounted to an offset 
of about 521 t CO
2e (2023: 560 t). Leather for Hanwag was compen-
sated too: 41 t CO2e were compensated.
Due to the opaque carbon credit landscape and difficult overall 
economic situation, we decided to shift our sourcing strategy slightly. 
Instead of a ton-to-ton compensation, we strive for a steady increase 
in the amount of carbon removals (Oxford category 4 & 5 projects) 
from carbon credits in our portfolio. In 2025 we increased to 16% 
(2024: 3%) and entered into a two-year agreement with our supplier. 
See table N2 for details.
In 2025 our climate work was rewarded with a B Grade for the third 
year by CDP . In addition, in 2024 we were rewarded as Supplier Engage-
ment Leader, too (2025 grading not published by the time of writing).
2.2.4 Targets
Our overall gross carbon dioxide equivalents amounted to 122,455 t CO2e  
(including Devold for some categories where available, see details in 
Table N3;  2024: 92,110 tCO2e).
Our actions have a positive impact on our targets set in in our  
Climate Strategy 2019-2025 (base year 2019) and in the Fenix Way, 
cardinal direction “Nature”: (* inkl. Devold; all other KPIs exclud-
ing Devold)
Data collection was conducted in-house with the support of an IT-
based tool. We strive to have more accurate and consistent data each 
year. We implemented an automated variance check to minimize 
manual data validation and to increase data consistency. Data com-
pleteness is still hard to estimate but improves year over year. There is 
still some ambiguity, and some developments can only be explained 
by possible misstatements in the past. Whenever we have new infor-
mation (e.g., through ancillary cost invoices), emission factors are 
updated, or when 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 methodologies that are 
applied, we slightly overstate our emissions in some categories 
2 https://app.ceezer.earth/share/portfolio/kcsndsti6
Target KPI Status Conclusion for 
2030 strategy
Reduce Scope 1 
and 2 by 40%
Reduction in % –71%,  
Reached
Focus needs to 
be on heating 
processes.
Reduce our emis-
sions per product 
produced by 
50% (considering 
purchased goods 
and services 
and Upstream 
transportation)
Reduction in 
% per product 
produced
+3% 
Not achieved
Although target 
has not been 
met, we reduced 
absolute emis-
sions from these 
categories by 
22%.
Focus on 
renewable 
energy sourcing 
on production, 
less impactful 
natural fibers and 
decarbonization 
of transportation.
100% renewable 
sourcing for 
purchased 
electricity
Renewable MWh 
/Total MWh
100%,  
Achieved
Continue to 
expand contrac-
tual RE sourcing.
Optimize opera-
tions, facilities, 
offices and stores 
in line with ener-
gy consumption 
reduction targets 
– efficiency im- 
provement 25% 
versus baseline 
year 2019.*
Overall energy 
consumption (in 
kWh)
Use of energy/
capita and per 
turnover
Overall: –2% 
decrease (inkl. 
Devold)
Per capita: –16%
Per net revenue 
(MEUR): –6%
Failed
Gain energy effi-
ciency measures 
through systema-
tic group-wide 
approach; know-
ledge sharing 
from certified 
entities.

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

CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   13
(e.g., raw materials, working from home, events) and understate 
them in others (e.g., business travel, energy consumption).  Our 
data and methodology undergo spot analysis from the Swedish Tex-
tile Initiative for Climate Action (STICA) and underwent a CSRD-
readiness check in 2024 (focus on GHG data). More methodologi-
cal details are published in Chapter 7 of this report as well as on the 
Fenix Outdoor website as an appendix to this report. 
2.3 POLLUTION (E2)
2.3.1 Impacts, risks, and opportunities
2.3.1.1 Impacts
During the reporting period, we were able to quantify our positive 
or negative potential impacts coming from pollution of air, water 
and soil to a certain extent. Our potential negative impacts come 
from our production processes and use of our products: chemical 
use in production, wastewater contamination, microfiber release 
during fabric manufacturing and washing at home, and fossil fuel 
consumption for transportation. There is no formal process to 
identify and assess pollution-related impacts except for Chemical 
Management. 
However, we work together with our system partners and use 
standardized industry tools to track pollution-related impacts and to 
stay up to date with latest developments:
•  T o measure pollutants from transportation we use industry-spe -
cific tools, e.g., EcoTransit and data provided by forwarders for 
other emissions than CO
2e (NOx, SOx, NMHC, PM10).
•  T o track environmental performance of our supply chain we 
included certain environmental parameters into our HREDD 
scheme; in addition, we use Higg FEM from Worldly and in-
house-designed surveys. 
•  T o understand and manage the amount of microfiber released 
from our products during consumer use, we are a member of 
The Microfibre Consortium and conduct shedding tests accord-
ing to their standard. In addition, we do not intentionally add 
releasable microplastics to our products. We established a man-
datory microfiber test for newly developed fleece fabrics and we 
submit our test results to the Microfibre Consortium database.
•  Th roughout the year we are in close contact with The Chemi -
cals Group, run by RISE, working closely with European experts 
and global third-party laboratories to identify current and future 
chemical-related risks.
2.3.1.2 Risks
Though we are not yet able to quantify pollution-related risks, we 
see the biggest risk coming from potential regulations on microfiber 
shedding and information disclosure as well as chemical spills in our 
production countries.
2.3.1.3. Opportunities
We are not able to identify any possible positive effect stemming 
from pollution that gives us a chance to gain from opportunities. We 
believe the biggest opportunity lies in applying the precautionary 
principle, avoiding pollution wherever possible to the greatest extent 
and being ahead in terms of own safeguards.
2.3.2 Policies
Our main policy is the Fenix Outdoor Chemical Guideline, which is 
updated on a yearly basis.
Through the Fenix Outdoor Chemical Guideline, we mitigate neg-
ative impacts related to pollution of air, water and soil through strict 
chemical management and proactive and precautionary environ-
mental strategies. Our approach includes:
Air Pollution Mitigation:
•  R estricting the use of volatile organic compounds (VOCs),  
chlorinated solvents and other hazardous air pollutants (HAPs) 
in production processes.
•  R equiring compliance with the EU Industrial Emissions Directive 
(IED) and VOC Directive 1999/13/EC.
•  E ncouraging the adoption of water-based and less harmful  
alternatives in dyeing, printing and finishing processes.
Water Pollution Mitigation:
•  E nsuring compliance with regulations such as REACH and the 
Stockholm Convention on Persistent Organic Pollutants (POPs).
•  P rohibiting the use of hazardous substances such as Per- and 
Polyfluoroalkyl Substances (PFAS), heavy metals and azo dyes 
that degrade into carcinogenic arylamines.
•  M andating suppliers to conduct routine water quality testing and 
report compliance with wastewater treatment standards.
Soil Pollution Mitigation:
•  B anning persistent and bioaccumulative chemicals, including 
certain pesticides, biocides and heavy metals, to prevent contam-
ination of soil.
•  E nforcing stringent chemical restrictions to ensure that sub -
stances classified as persistent, mobile and toxic (PMT) or very 
persistent and very bioaccumulative (vPvB) are not used in our 
supply chain.
•  A dopting a precautionary principle, actively phasing out hazard -
ous substances before legal mandates require it.
The latest version of the RSL can be accessed here:  
https://fenixoutdoor.com/wp-content/uploads/2026/02/ 
Chemical-Guideline_EN_FIN-Rev-8.1-2025-10.pdf
2.3.3 Actions
During 2025, the Fenix Outdoor sustainability team hosted our 
annual supplier webinar to coincide with the launch of the updated 
2025 version of the Fenix Outdoor Chemicals Guideline, (M)RSL. 
The purpose of the webinar was to share background information on 
newly added substances and support our suppliers in effective chem-
ical management. Throughout the year, we also communicated on 
chemical topics including substances of concern, emerging regula-
tions and other relevant issues through the Fenix Outdoor sustain-
ability newsletters for suppliers. These communication channels have 
enhanced transparency and ensured that both our business partners 
and our organization can proactively work toward safer and more 
sustainable products.
The group of substances that drew particular attention in 2025 
was Bisphenol S, which had been added to the California Proposi-
tion 65 list in 2023 and had already been on our radar in previous 
years. Brands requested that suppliers provide chemical test reports 
to confirm adherence to our standards. In addition, more than 300 
chemical tests were conducted on various materials to verify compli-
ance. No findings with significant implications were identified, and 
any minor issues detected were addressed directly by the material 
teams at each brand with the relevant business partners.
The CSR team also conducted several internal training courses on 
chemical-related topics, including newly implemented or updated 
test standards and potential future challenges. The Fenix Outdoor 
Chemical Working Group, composed of representatives from all 
brands, held quarterly meetings to facilitate internal knowledge shar-
ing and strengthen collaboration across the organization in chemical 
management.

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

14  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG
Furthermore, we deepened our collaboration with The Microfibre 
Consortium (TMC) and expanded our membership to cover all 
brands. Frilufts (private label) participated in a research sprint in 
autumn, studying the effects of water-repellent treatments on fiber 
fragmentation. This project provided valuable insights for both Fenix 
Outdoor and TMC on the effects of water repellent on the shedding 
rate. In this case the shedding rate was reduced.
We have also consolidated and streamlined the testing process 
across all textile brands under the Fenix Outdoor umbrella, includ-
ing microfiber shedding tests based on the standard developed by 
TMC. Microfiber shedding is a significant issue, and the choice of 
materials strongly influences the environmental impact of our prod-
ucts. We are pleased to report that the average test results for Fenix 
materials remain below TMC’s average fiber-shedding results. Nota-
bly, last year brands only tested high-risk materials such as brushed 
piles and fleeces yet still achieved lower-than-average results, dem-
onstrating high awareness among our teams and suppliers.
Target KPI Status Conclusion for 
2030 strategy
Significantly 
reduce the use
of water includ-
ing for chemical
production of 
garment and
finishing of fibers
Total water used Due to missing 
resources to 
track water 
consumption in 
dyeing processes 
properly, failed
Establish a better 
process for data 
collection and 
data availability 
to measure water 
consumption in 
fabric production 
2.4 WATER AND MARINE RESOURCES (E3)
2.4.1 Impacts, risks and opportunities
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 negative impact comes from cultivation of natural fibers and 
fabric production (area of production and dyeing methods as well as fin-
ishing processes). We do not operate in water risk areas, but an analysis 
we conducted in 2022 showed that part of our Asian fabric supply will 
most likely be affected by water stress in 2030 if climate change proceeds 
unmitigated. Our fabrics are mainly produced in China, Taiwan and Italy. 
According to the WRI Aqueduct Water Risk Filter, our Chinese mills and 
Italian tanneries could be affected by water stress by 2030. We see the risk 
of water stress, since our mills might compete with other water needs, 
e.g., for agriculture or food production. Since more and more water-effi-
cient or even waterless dyeing technologies arise, the risk could be 
0.189
Full Database Average: 0.632
Average Filter Change (g/kg)
Average
Chart from Report Generated On: 20/11/2025 Report Generated 
For: Fenix Outdoor
Target KPI Status Conclusion for 
2030 strategy
Reduce the 
amount of toxic 
substances 
during the 
production 
processes to the 
outmost possible 
extent by 2025
No. of risk  
chemicals 
used
We have significantly 
reduced the number 
of risks and toxic 
chemicals and have 
the strictest require-
ments in the industry. 
However, legislation 
shifts make it a moving 
target, and formulating 
a quantitative KPI 
may not be a helpful 
measurement.
Constant moni-
toring of legal 
and scientific 
developments
2.3.4 Targets
Targets of 2025 in our cardinal direction “Nature” (Fenix Way, page 42):
An overview of our pollutants coming from transportation can be 
found in the annexed Table N5.
mitigated in the future. Due to water stress, we see the risk of restricted/
regulated access to fresh water due to competitive water usage in the two 
regions. This can influence production and lead times. Interruptions in 
our supply chain can lead to more expensive transport modalities (e.g., 
air shipments) or penalties in case we cannot deliver end products in 
time. Lost revenue from products that did not make it to the market in 
time can have significant impact on revenue and thus cash flow along the 
value chain. Knowing that our own operations account for only a very 
small share of our overall water footprint, we estimated the amount of 
water withdrawn from our own and operated locations was 104,882 m
3 
(2024: 103,652 m3). The data coverage is comparable between 2024 and 
2025, with most sites reporting usage data for both years. Overall, water 
consumption stayed about the same. Significant decreases due to store 
closures and the removal of large water features in some retail locations 
were mitigated by the addition of data from Devold sites. The main pur-
pose of water in our own operations is for drinking, cooking and house-
hold use, although some operations have a vast green space they take care 
of, and some of our mega stores carry pools and diving tubes for equip-
ment testing. The water we withdraw is drawn mainly from the commu-
nity supply (groundwater and surface water in, for example, northern 
Finland, South Korea, China and the Czech Republic). Since the datasets 
for our operations were still fragmented in 2025, we added a 10% security 
surcharge. Although we are only able to quantify our water footprint in 
the supply chain on an incomplete level, we monitor water management 
practices of our supply chain partners via 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 (South Korea and Hong Kong), the 
effluents were collected in community sewers and treated at a public 
treatment plant. No toxic chemicals were released by our own opera-
tions into sewers or surface water bodies. The water discharge amount 
was not safely determined. We estimate that about 102,427 m
3 (2024: 
101,138 m3) were released by our operations (toilets, washing, kitchens). 
In our own operations, we do not discharge any wastewater that requires 
Chemical Oxygen Demand (COD) monitoring, nor do we handle or 
use halogenated absorbing organic compounds requiring AOX demand 
monitoring. Our wastewater is normal household wastewater.
2.4.2 Policies 
There are no policies in place yet, since this was not a prioritized area 
of work so far.
2.4.3 Actions
Ongoing and completed mitigation measures in 2025 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.
•  I n a couple of North American stores water audits and data  
collection exercises have been conducted to outline options for 
water savings.
2.4.4 Targets

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

CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   15
also increase our resilience against water stress and pests compared 
with common agricultural practices, conventional or organic.
2.5.2 Policies
The scope of the policies covers all Fenix Outdoor entities, and they 
are updated if necessary. Policies that guide and support our biodi-
versity work are the following:
•  F enix Outdoor Animal Welfare Policy (outlining our expecta -
tions toward farm-level suppliers with regard to farming prac-
tices and animal treatment).
•  P referred fiber list for apparel brands (outlines more sustainable 
material solutions and helps us to measure sourcing progress of 
“more sustainable” materials, inspired by using leading industry 
benchmarks (e.g., Cascale’s Higg Index Material Sustainability 
Index and Textile Exchange Preferred Fiber Matrix).
•  F or Globetrotter and Naturkompaniet, funding guidelines 
related to Nature Bonus are established which define funding 
objectives, requirements and processes. 
2.5.3 Actions
Ongoing and completed mitigation measures in 2025 include:
•  F jällräven increased the share of Preferred fibers for textile fibers 
to 81% for 2025, from 77% previous year (2024).
•  F rilufts (private label) underwent the surveillance audit according 
to the Responsible Down Standard (RDS).
•  R oyal Robbins brand underwent the surveillance audit according 
to the responsible wool standard (RWS) and Global Recycling 
Standard (GRS).
•  R oyal Robbins met its goal of 80% recycled polyester by 2025, 
sourcing 86% (2024: 83%) recycled polyester in 2025.
•  R oyal Robbins exceeded its goal of 50% certified, traceable wool, 
RWS certified wool accounted for 100% of wool used.
•  F jällräven participated in the publicly available Textile 
Exchange’s Corporate Fiber & Materials Benchmark.
•  N ature Bonus continued in 2025 and was applied by three of our 
five Frilufts Retailers. Nature Bonus is a funding model where 
1% of members’ revenues are used to support civil society-based 
climate, environmental and nature conservation projects. The 
goal is to support projects that protect, preserve, and restore local 
nature. In 2025 we gave about €820,000 to different organizations.
•  E xternal partnership with The Conservation Alliance (TCA), a 
grant making organization through which we support the protec-
tion of lands and waters in North America, including a 2025 pri-
ority campaign focused on Boundary Waters, Minnesota. Since 
its inception 35 years ago, TCA has provided over $34.5 million in 
grants to support protection of North America’s wild places. 
•  C ontinue to support the Swedish Arctic Fox Project work by the 
University of Stockholm.
2.6 RESOURCE USE AND CIRCULAR ECONOMY (E5)
2.6.1 Impacts, risks, and opportunities
2.6.1.1 Impacts
Our main impacts on resource use and the circular economy come 
from our operations and current business model. While producing 
and selling products, we deplete resources through our raw mate -
rial consumption for fabrics and packaging, and we generate waste 
during production, transport and warehousing, and for the end-
costumer once a product has reached its end of life. This not only 
affects natural resources but at the same time can impact biodiver -
sity and climate change negatively. These overarching impacts can 
only be mitigated if we transition away from today’s more linear 
business model and if we manage to decouple resource consump-
2.5 BIODIVERSITY AND ECOSYSTEMS (E4)
2.5.1 Impacts, risks and opportunities
We continued mapping our biodiversity risks with the WWF biodi-
versity risk filter regarding our own operations and production sites 
and will continue to work on our biodiversity strategy. Our business 
model mainly depends on the input of raw materials (natural and 
synthetic fibers), freshwater for fabric manufacturing and energy for 
all production stages. Main impacts on biodiversity are pollution and 
freshwater usage/wastewater discharge, land use for natural fibers, as 
well as the impact of our hiking events. At the same time, our busi-
ness purpose as an outdoor company depends heavily on the intact-
ness of wild nature and the great outdoors, so we might be affected 
more than other companies by biodiversity loss. 
Our own operations (offices, production) do not have a mate-
rial impact on endangered species. Except one location, all of them 
are in urban areas. Our warehouses are located near or adjacent to 
natural parks and national wildlife refuges. We started looking into 
the impacts this implies. Our transportation could have an impact 
on endangered species using biofuels coming from agricultural 
sources that increase land use change or through carrying invasive 
species with freight or outside the carrier (e.g., the outside of con-
tainer ships). With regard to biofuel, we adhere to the EU RED crite-
ria, which should ensure that biofuels are only generated from agri-
cultural and food waste. We started to develop a policy on alternative 
fuel sourcing to ensure compliance with these requirements also for 
biofuels produced and used outside the EU. We aim for stakeholder 
consultation and implementation in early 2026. Since our forward-
ers operate in an international environment, we expect them to com-
ply with national and legal legislation and to implement measures 
needed to prevent illegal trade of endangered species and to provide 
pest and invasive species control.
The first analysis assumes that our severest impact on biodiversity 
and deforestation derives from our raw material purchases. Our fiber 
sourcing aims for the most sustainable fibers, meaning we source 
recycled, organic or regenerative fibers only. By this, we minimize 
the risk for land use change, freshwater ecosystem use and change, 
water use, soil and water pollution, which could impact local biodi-
versity and threaten livelihoods of endangered species.
The main animal-based materials are leather, wool and down, 
whereas cotton accounts for most plant-based fibers, followed by man-
made cellulosic fibers. Metals and other inorganics make up most 
of our trim materials. As in past years, we deliberately use recycled, 
organic and recyclable materials to decrease our impact on land-use 
change and pesticide usage. The main guidance for animal derived 
fibers is our publicly 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 PFL. Additional analysis needs to be con-
ducted further down the supply chain for other tiers, especially fiber 
origin at the farm level. The risks and possible current mitigation mea-
sures in place also need to be evaluated more closely and accounted for 
in the envisioned biodiversity strategy. Based on our initial work, we 
have prioritized key raw materials such as wool, and material produc-
tion processes in our supply chain, such as dyeing and finishing, that 
will be the focus of deeper analysis and goal setting.
We encourage our entities to source certified recycled or more sus-
tainable packaging options. 
In 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

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

16  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG
tion from economic growth. However, circular business models 
can also come with tradeoffs on transportation or (chemical) treat -
ments of the garments. 
With regard to waste generation, cutting spill is generated dur-
ing the assembly of our products and the main source of waste in 
our upstream supply chain. Depending on the country, the tex-
tile waste goes to downcycling or landfill. Improper landfilling can 
cause textile waste spill into the surrounding nature or leakage of 
landfill gas. Paper and plastics from packaging are most often recy -
cled in our production countries as well, while hazardous waste 
handling falls under legal national requirements. Impacts cre -
ated by third-party waste handling companies have not yet been 
investigated. To prevent textile scrap ending up in landfill or being 
burned, we conduct waste management trainings with our sup -
pliers and involve them in training and implementation projects 
whenever possible, to achieve beyond compliance and closed loop 
waste management. 
Most of the waste in our own operations is generated by inbound 
shipments and comes to our warehouses and stores. In those loca-
tions, we work with local waste removal companies to recover and 
dispose of the waste.
2.6.1.2 Risks
After taking first steps toward a more circular economy, we identified 
a couple of risks that could affect successful and fast adaptation and 
upscaling:
•  I ncreased demand for recycled and renewable fibers can lead to 
shortages in availability or higher prices.
•  T raceability efforts need to increase to ensure recycled and 
renewable materials comply with legal and company require-
ments, which will increase testing and internal costs.
•  I ncreased penalties in case of regulatory breach. 
•  U nfavorable tax schemes.
•  R eputational damage if circular services and products do not 
hold up to our high-quality standards.
2.6.1.3 Opportunities
In contrast, we also see opportunities to promote circular economy:
•  S trong market position as early adopter of fiber innovations and 
one-stop shop for innovative products.
•  O pen up to new customer base and increase revenue from circular 
business models.
•  S trengthen customer interaction and drive traffic to our stores 
and website with positive side effects to the regular assortment
•  R educe virgin material use, such as by refurbishing and reusing 
the old store interior.
•  C lose the loop within our own value chain and have full control 
over resource inflow.
•  D ecrease packaging volumes and global transportation flows 
through more localized operations.
•  U se circular economy principles (recyclability, durability, repair -
ability) as design guidance for our product development.
2.6.2 Policies
Our policies that target resource use and circular economy are:
•  I nterior Design Guideline for Frilufts Retail Stores
•  P referred Fiber List.
2.6.3 Actions
Based on the current insights, we manage potential negative impacts 
and risks coming from our fibers. We have classified the main tex-
tile fibers we use into our own PFL, divided into four categories: 
excellent fibers to use, good fibers to use, ok fibers to use and fibers 
we should not use. To be defined as preferred, the fibers need to be 
in the classes of excellent or good. A Preferred Fiber for Fenix Out-
door is a fiber with an accountable improved environmental foot-
print compared to the conventional version of the same fiber. It is a 
fiber from a renewable, organic or recycled raw material, responsibly 
managed and produced.
According to 2025 fibre consumption for the Fenix Outdoor tex-
tile brands (Fjällräven, Frilufts - private label, Royal Robbins, Tierra) 
we are at a level of 79% (considering Devold the level is 74%) of pre-
ferred textile fibres from the fibre types we have classified (2024: 
77%). The main driver behind the modest increase is the composi-
tion of the assortment produced and the slower than expected adop-
tion of recycled materials. 
The share of recycled materials is at 26% (2024: 30%) of all pro-
duction materials (fibers, metals, plastics, …).
Our inflow materials from product production and consumption 
of consumables, including office supplies and the like, are shown in 
Table N6 and N7.
Ongoing and completed mitigation measures on resource use and 
circular economy in 2025 include:
•  A t Naturkompaniet, we switched from cardboard e-com boxes 
to paper bags and phased out plastics completely from those 
shipments.
•  T o drive compliance and become future-ready for upcoming 
legislation, we continued with a new traceability system to gain 
insights into supply chain of sustainable materials such as organic 
cotton and recycled polyester, which led to signing an agreement 
with the system provider for 2025 until 2027. In 2025, 71 styles 
were under investigation.
•  I n the United States, 2.72 tons of soft plastics, mostly polybags 
and shrink wrap from our stores and warehouse, were diverted 
from the landfill to responsible recycling through EcoCycle.  
EcoCycle is a local recycler in Boulder County, Colorado, USA, 
specializing in hard-to-recycle items. They work with Trex to 
recycle soft plastics into composite decking.
Target KPI Status Conclusion for 
2030 strategy
To support 
conservation pro-
jects and develop 
a biodiversity 
impact
assessment 
process
No KPI at this 
stage
Several conser-
vation projects 
supported via 
Nature Bonus 
Scheme at 
Frilufts Retail 
as well as 
brand- specific 
partnerships. 
Reached
Finalize assess-
ments and come 
up with action 
points and 
impact-driven 
projects; finalize 
biodiversity stra-
tegy and esta-
blish respective 
policies
Ensure that ani-
mals used for
products 
(leather, wool, 
down, etc.) are 
not maltreated 
and ensure this 
through control 
and management
mechanisms; 
traceability for
leather, wool, 
down
1. Policies and 
processes in
place
2. No. of cases of 
animal
maltreatment 
reported
through auditing 
or whistle
blowing: zero
1. Policy is in 
place 
2. 1 case 
reported in 2025, 
and mitigation 
initiated.
Partly reached
-
2.5.4 Targets
Targets of 2025 in our cardinal direction “Nature” (Fenix Way, page 42):

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

CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   17
•  W e relaunched the polybag-free project on a global level to gain 
more insights on the end-to-end perspective from all Fenix enti-
ties. We encountered multiple operational challenges (very dif-
ferent customer demand and penalty structures, warehouse 
handling and storage, unforeseeable costs for process adapta-
tion), which forced us to end the project. However, the knowl-
edge about potential opportunities is now spread throughout 
the organization, and we also continue to have established prod-
ucts being shipped successfully and without negative impact on 
our operations or sales without individual polybags. We found 
that Frilufts (private label) already shipped about 433,527 items 
(socks and hard goods; 2024: 311,305 items) without individual 
polybags to our warehouse in Ludwigslust. Royal Robbins con-
tinued to ship selected styles sold in Europe without individual 
polybags. In 2025 the program covered five styles representing 
the shipping of 17,146 items roll-packed.
•  B y the end of 2025, 85% of our Vietnamese Tier 1 suppliers 
received internal waste management training from our Social 
Compliance Auditor (since 2022, 23 in total). 
•  W e engaged with the “To the Finish Line” team (TFL) in Vietnam 
to share key FEM issues and provide updates on recent changes; 
our internal effectiveness assessment of the TFL program 
showed that the benefits from the program are not significant 
after the third year. Thus, we engage especially with suppliers in 
TFL that start to adopt FEM as well as with advanced suppliers 
on specific impact programs (e.g., Waste No More). 
•  W e are part of a quarterly peer group meeting in Vietnam,  
where we get expert input on strategic topics such as renewable 
electricity sourcing and resource use.
•  Th e use of more efficient production processes such as fully 
fashioned sweaters that are knitted directly to shape in order to 
reduce material waste.
To help customers to take care of unwanted or dysfunctional clothes 
or to prolong a product’s lifetime whenever possible, we established a 
couple of circular business models. We offer repair and care services 
through all major Frilufts Retail companies in our own repair cen-
ters in Sweden, Germany and in our flagship North American brand 
stores. In other regions we partner with external repair special-
ists. Since 2021 Globetrotter started buying and selling used equip-
ment in all stores, and since 2022 another important milestone has 
been reached: Globetrotter customers can buy and sell used outdoor 
equipment online at secondhand.globetrotter.de. In 2025 we were 
able to develop and grow our offering of secondhand in our stores 
and online, scale and improve our care and repair services, improve 
the handling of claims and thus reduce the volume of product waste. 
In addition, the Frilufts Retailers (except Trekitt) offered custom-
ers the rental of outdoor products through their store network. How-
ever, Globetrotter still is the only one so far to allow customers to 
also rent products directly online.
Ongoing and completed mitigation measures on circular economy 
and waste generation in 2025 include:
•  A round 16,233 pairs of Hanwag shoes were resoled in 2025 
(2024: 19,089) in our factory in Vierkirchen, Germany, and our 
partner factory in Croatia.
•  A t Frilufts Retail the total number of products cared or repaired 
was 48,474. That is an increase of 12.62% compared with the 
previous year. 
•  A nother record year related to secondhand: In total 51,087  
secondhand products were sold. After a strong increase of 94% 
in the year before, this is still a double-digit increase of 11.11% 
and indication of secondhand as a growth market.  
•  F rilufts conducted a workshop with Globetrotter’s Life Cycle Manager 
to identify potential for workmanship improvements on Frilufts gear; 
in addition, Frilufts will offer spare parts for SS26 products, and 100% 
of the new FRILUFTS Mat Collection offers a repair kit.
•  I n 2025, Fjällräven further operationalized its Pre-Loved program 
in the United States. Pre-Loved is a branded resale site that allows 
customers to buy and sell used Fjällräven products online. The 
goal of the site is to extend the life of Fjällräven products, thereby 
reducing their impact. In April 2025, Pre-Loved operations were 
integrated into our warehouse operations at our distribution cen-
ter in Aurora, Colorado. Intake of secondhand goods is run 
through our Repair Center, and Pre-Loved orders are now pro-
cessed the same as orders from our mainline e-com site, increas-
ing the efficiency of inventory processing and shipments.  In 2025, 
8,842 items (2024: 925) were sold through the Pre-Loved site.
At Frilufts Retail our final product and end-of-life solution is Interzero. 
In 2025 the total take-back volume was 4.717 metric tons and entered the 
Interzero recycling stream. This volume was at a comparable level to the 
previous year. Interzero follows the waste hierarchy approach. The aim is 
to uphold a high level of reuse and increase textile-to-textile recycling.
Target KPI Status Conclusion for 
2030 strategy
Develop and implement a 
recycling strategy; pilot pro-
jects for “cradle to-cradle”; 
search for alternative or 
recycled materials
No. of 
projects 
running
No designated 
projects have 
been launched; 
however, textile-
to-textile recy-
cling will play 
an important 
role in our new 
strategy.
Partially 
achieved
Understand the 
current market 
developments 
and come up 
with an action 
plan for imple-
mentation by 
2030.
Improve the eco-profile of 
Materials used: 90% shall 
be labeled as “preferred” 
(e.g., organic, ecological, 
biodegradable, nontoxic)
% of 
preferred 
fibers 
according 
to PFL
79%
Not achieved
Include KPIs 
and sub-targets 
for regenerative 
and textile-to-
textile recycled 
fibers.
Develop an own eco-label to 
certify for products, sold in 
the Fenix retail stores
Label  
applied
A Greener 
Choice is adop-
ted in all five 
retail entities
Achieved
Understand 
how AGC crite-
ria can still be 
used to manage 
risks and steer 
sourcing deci-
sions.
Monitor, analyze and 
reduce the discharge 
of waste with particular 
attention to hazardous 
waste; packaging reduction 
project: reduction of 90% in 
single-use materials versus 
baseline year 2020
All remaining waste
categories: minimum 90% 
in recycling systems (where
possible) packaging reduc-
tion of 50%
Volumes 
per waste 
category.
Develop 
waste 
reduction
program
Polybag 
project was not 
successfully 
implemented; 
still learnings 
adopted.
Partially 
achieved
See Table N8
2.6.4 Targets
Targets of 2025 in our cardinal direction “Nature” (Fenix Way, page 42):

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

18  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG

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

CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   19
3. Economy and Governance (ESRS G1, S4)
In order not to duplicate efforts, we refer to the annual report  
for economic figures, in particular to the tables in the  
management report.
3.1 GOVERNANCE FRAMEWORK (ESRS 2)
Our corporate governance framework is designed to ensure trans-
parency, accountability and ethical decision-making. It aligns with 
the principles of the Corporate Sustainability Reporting Directive 
(CSRD) and integrates best practices from the European Sustainabil-
ity Reporting Standards (ESRS). Our governance structure includes:
•  A  Board of Directors responsible for oversight of sustainability 
policies and risk management.
•  A n Executive Leadership Team ensuring the implementation of 
sustainability initiatives.
The oversight of the implementation and the progress made toward 
the goals of the sustainability strategy is an ongoing process at Fenix 
Outdoor and is executed by the Chairman of the Board and CEO of 
the company. Twice a year, during our internal seasonal brands kickoff 
meetings, the CSO and his team update all participating employees 
on the progress made toward our sustainability goals. In 2025 this was 
done both in person and digitally. The hybrid version of the kickoff 
enables us to reach virtually the whole Fenix Outdoor organization, 
allowing for a wider spread of the messages and enhanced information 
flows. On emerging issues, we deliver information on an ad hoc basis 
directly to the affected departments and employees.
The CSO delivers a Sustainability Summary Report and the CCO 
delivers a Compliance Report once a year to the Board. Since 2025, 
the CSO regularly attends and updates the Board during their regu-
lar meetings; he also participated in the annual GM.
The CSO/CCO is entrusted with the implementation and  
communication of the sustainability and compliance strategy and 
goals within Fenix Outdoor. He is also head of the central CSR 
Department and the decentralized CSR team in the Frilufts Retail 
Europe organization. 
Apart from annual briefings on the internal kickoffs, we also use 
other means of corporate communication such as general emails, an 
3. TABLES, PAGE XX-XX 
ORGANIZATIONAL STRUCTURE
FRILUFTS RETAIL  
EUROPE AB
FRILUFTSLANDNATURKOMPANIET
GLOBETROTTER
PARTIOAITTA
TREKITT
*65%, aquired March 4, 2025
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 Nardin, Parent Company
EXECUTIVE CHAIRMAN 
AND CEO
Martin Nordin
FINANCE HR
FRILUFTSCORPORATE SERVICES
(COMMON) GLOBAL SALES
LEGAL
BRANDS
TREKITTITLOGISTICS  
AND SUPPLY 
CHAIN
CSR
DEVOLD*

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

20  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG
internal Sustainability site as an information resource, and in-person 
as well as online training. Once a year we dedicate a whole month 
to Sustainability in our internal communication channels. The CSR 
reporting software, through which we collect information and data 
for the annual CSR Report in accordance with the Swiss Ordinance 
Art. 963ff and the EU CSRD/ESRS requirements, was further devel-
oped in 2025. We use the Novisto/Minimum suite which allows for 
more analytics and audit trails. 
3.2 ETHICAL BUSINESS CONDUCT
Adhering to laws and regulations is central to how we conduct our 
business. We require compliance with our Code of Conduct (CoC), 
and we try to ensure that our employees and business partners share 
the same understanding of compliant behavior and business dealings. 
Furthermore, we introduced a compliance management system in 2012, 
and we are continuously improving and developing this system. The Fenix 
Outdoor CMS concept complies with the main prevailing standards, 
namely IDW PS 980 and ISO 19600. We are committed to conducting 
business with integrity and compliance with all applicable laws and  
regulations. Our CoC and Ethics outlines key principles, including:
• Anti-bribery and anti-corruption measures.
• Fair competition and market practices.
• Confidentiality and data protection policies.
• Responsible supply chain management.
Our CoC is embedded in “The Fenix Way”; a more specific CoC 
for suppliers has been updated and is published on our website avail-
able in various languages. All employees receive mandatory train-
ing on ethical business practices, and we have established a whistle-
blower mechanism to report any violations.
In 2025, 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 Outdoor with-
out disclosing their name or contact information. However, a dia-
logue function allows for interaction between the investigation team 
and the whistleblower. The hotline can be used in different languages 
such as Vietnamese, English and German and was communicated to 
internal staff and external stakeholders. We are also compliant with the 
national provisions in Sweden and Germany, for example, and encour-
age our employees to also use the governmental whistleblowing provi-
sions if they feel they are not getting the appropriate attention through 
internal channels when it comes to breaches of laws.
Following the Compliance Guidelines, the Chief Compliance  
Officer (CCO) submitted his annual report to the board in April 
2025. As part of the compliance system, all managers are obliged to 
sign and declare on an annual basis that they are following the com-
pliance rules and that their staff members are aware of the system. 
For 2025, a total of 29 declarations were received (38 in 2024).
Compliance in Fenix Outdoor is not only a result of the ethical 
STRUCTURE OF THE CSR TEAM
CSO
Global 
Sustainability 
Director
Regional 
Sustainability
Manager
Senior 
Sustainability 
Manager Retail
Sustainability 
Officer
Sustainability 
Analytics Specialist
Senior Social 
Auditor
Human Rights 
Coordinator
Sustainability  
Manager Materials
Sustainable  
Materials & Chemical 
Specialist
Senior Sustainability 
Environmental 
Manager
Social Auditor
Social Auditor

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

CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   21
principles mapped out in the Fenix Way and other internal docu-
ments; it reflects also the owners’ will to systematize the handling 
of ethical and legal matters. In 2025, the number of cases directly 
reported to the CSO increased over 2024. In particular, the Whistle-
blowing Hotline was used more frequently. The number of reports 
received was 24 via the Hotline, 15 in writing to the HR Department 
and about 37 chemical tests failing in 2025. Relevant complaints 
mainly focused on HR administration matters and one harassment 
case was reported. Nonetheless, in 2025 we did not receive any com-
plaints or hints through our Whistleblowing tool from our supply 
chain and business partners or other members of the public that 
identified any breach of EU laws or the like. Also, no fines due to 
environmental, ethical or social misconduct were imposed on us in 
2025. However, some allegations and complaints were received in the 
United States and through direct contact with the Compliance and 
CSR Team. The cases we received are listed in Table E-1.
3.3 RISK MANAGEMENT AND INTERNAL CONTROLS
Risk management is an integral part of our governance strategy. We 
have a structured risk assessment framework that identifies, evaluates 
and mitigates potential risks related to financial, operational and sus-
tainability concerns. Key elements of our internal controls include:
•  R egular audits and compliance reviews in the upstream value 
chain and our own operations
•  C lear policies for risk assessment and mitigation as part of the 
compliance system
•  C ybersecurity and data protection measures to safeguard  
stakeholder information.
3.4 COMPLIANCE WITH REGULATORY REQUIREMENTS
Our organization ensures compliance with relevant national and 
international laws, including EU directives, environmental regula-
tions and labor standards. We have internal compliance monitoring 
through the different departments and work across sectors to ensure 
that we are aware of regulatory changes and ensure alignment with 
all applicable laws, in particular:
• The Corporate Sustainability Reporting Directive (CSRD)
• The General Data Protection Regulation (GDPR)
• German Supply Chain Due Diligence Law (LkSG)
• Occupational health and safety regulations
• Financial and tax compliance requirements
• Labeling and product safety regulations
• Antitrust and unfair competition regulations
• Carbon Border Adjustment Mechanism (CBAM)
• The EU Deforestation Regulation (EUDR)
• The Extended Producers Responsibility regulations (EPR)
3.5 ANTI-CORRUPTION
Since 2012 Fenix Outdoor has an elaborate Compliance program. 
The embedded Anti-Corruption Guideline describes the processes 
and behavioral requirements to prevent corruption in/with Fenix 
Outdoor. We enforce a zero-tolerance policy for corruption and 
unethical behavior. Our anti-corruption framework includes:
•  S trict guidelines on gifts, donations and conflicts of interest
•  A  whistleblower protection program ensuring anonymity and 
protection from retaliation
•  R egular internal training and external advice to uphold trans -
parency and compliance.
Among other things we have a strict prohibition on offering gifts 
or benefits to government officials and a gifts and benefits policy for 
business dealings. All offers of entertainment, invitations, gifts and 
benefits need approval from the Compliance Officer.
1 Not included: Trekitt and Friluftsland data as this information could not be extracted from 
the systems. A new ERP platform will help change that in the future. The amounts, however, 
may not alter the picture given in any significant way.
3.6 BOARD OVERSIGHT AND ESG INTEGRATION
The Chairman of the Board of Directors plays a key role in oversee-
ing our ESG strategies and integrating them across all business func-
tions. ESG considerations are embedded in our decision-making 
processes, with regular assessments of sustainability performance 
and goal alignment with international standards.
3.7 TAXONOMY
3.7.1 Eligible Activities
Some of Fenix Outdoor’s business activities are eligible to  
EU Taxonomy:
• Operation of charging infrastructure for electric vehicles
• Secondhand offerings
• Care and repair services
• Rental services.
We did not invest in additional charging stations in 2025. The 
maintenance costs remained.
Our turnover with rental services amounted to €115,180 (2024: 
€106,538), Care and Repair €1,360,629 (2024: €1,440,180) and  
Secondhand offerings €2,397,605 (2024: €2,124,205). In the United 
States we achieved a turnover in secondhand of €328,935 (2024: 
€37,800), with an OPEX of €55,110 (2024: €2,670) in 2025. Our Care 
and Repair activities in North America did not yet offer paid services 
in 2025, with most care and repair items coming from warranty 
cases. We took in about 6,068 pieces for repair (2024: 14,000) but a 
financial figure cannot be established. OPEX and CAPEX could not 
be established as the accounting system so far has not been able to 
distinguish them from other cost elements.
Operational costs for the CSR team and projects, which can be 
distinctly attributed to sustainability efforts, amounted to € 2.1  
million in 2025 (€1.7 million in 2024).
3.7.2 Aligned Activities
No activities were Taxonomy aligned.
3.8 DONATIONS AND SPONSORSHIP
In 2025, we gave back to society in form of donations and sponsor-
ships of about €1,305,050 (2024: €1,171,000). Handed-out goods 
were valued at about €14,476.
3.9 A GREENER CHOICE 
A Greener Choice continued in 2025 to be our standard to evalu-
ate the sustainability performance of products and to communi-
cate qualifying products to customers. We sold 1,905,402 “ A Greener 
Choice” products (2024: 1,725,262; 2023: 1,938,176).  
Total net sales with A Greener Choice amounted to €137,855,304 
and therefore A Greener Choice continued to represent a substantial 
part of total net sales. We engage in the initiative Sustainability Data 
Exchange Project (SDEX) to support efficiency in the data exchange 
between brands and retailers, and in 2025 we have been able to  
utilize some SDEX data for A Greener Choice. To be able to meet the 
EU’s Empowering Consumers Directive and the Green Claim  
Directive we created a manual for A Greener Choice evaluation and 
communication. However, with a heavy heart we decided to discon-
tinue “ A Greener Choice” as a consumer-facing tool, making the 
Spring-Summer 2026 season the last one showing this guidance in 
stores and online.

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

22  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG
3.10.1 Fjällräven: Designing for Generations – Kajka X-Lätt
At Fjällräven, designing products with 
longevity at their core is fundamental to 
our product development philosophy. 
Every material choice and construction 
detail is guided by durability, function-
ality and the ambition to extend product 
life for as long as possible.
Kajka X-Lätt embodies this 
approach. Built for long-
term use, and designed to 
be passed down through 
generations, the back-
pack combines robust 
materials with thoughtful 
engineering. The main 
compartment is con-
structed from our excep-
tionally hard-wearing 
Vinylon F fabric. The 
back panel, hip belt and 
side pockets are made 
from recycled poly-
amide. The frame is crafted from birch-
wood, offering a renewable alternative 
to conventional aluminum frames while 
maintaining strength and stability.
Longevity is reinforced through mod-
ular design: all key components are 
replaceable and repairable, enabling 
maintenance rather than replace-
ment. The adjustable back 
length ensures adaptability 
across different body types, 
allowing the backpack to  
serve multiple users overtime, 
extending both its functio- 
nal life and its value.
Kajka X-Lätt is a clear 
example of how durability, 
repairability, material respon-
sibility and timeless design 
come together to support our 
long-term sustainability 
commitments.
3.10.5 Frilufts: Frilufts Elphin
The Frilufts Elphin sleeping mat has been 
one of the best-selling hardware products in 
Globetrotter assortment. The mat is labeled 
according to A Greener Choice because of 
the following criteria: circularity, improved 
ecological footprint, responsible chemi-
cal management, and recycled materials. It 
is packed in a waterproof pack sack which 
also serves as a pump sack. The mat comes 
with a self-adhesive patch that allows for 
easy repair of potential holes.
3.10 THE FENIX OUTDOOR PRODUCT EXAMPLES 2025 
WITH A SUSTAINABILITY FOCUS
3.10.4 Royal Robbins: Amp Lite II L/S 
For most outdoor adventurers, mosquitoes 
make the outdoors annoying. Most mos-
quito-protective clothing incorporates syn-
thetic insecticides, which can be harmful to 
human and animal health. Royal Robbins 
offers an alternative solution: Mosquito  
Protection Technology (MPT™). Launched 
in Spring 2025, MPT™ is incorporated into 
eight styles in the Royal Robbins 2025 line, 
including the Men's Amp Lite II L/S. The 
technology prevents mosquito bites at a 92% 
effectiveness rate due to its complex weave, 
which prevents the mosquito's proboscis 
from getting through. Because the techno-
logy that stops bites is built into the shirt 
itself, its effectiveness doesn’t wear or wash 
away, and it doesn’t expose consumers to 
potentially harmful synthetic insecticides.  
In line with Royal Robbins's commitment  
to using lower-impact materials, the shirt is 
also made from 100% recycled polyester. 
MPT™ was recognized as one of TIME's 
2025 Best Inventions and received the CNN 
Underscored 2026 Innovation Award.

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

CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   23
3.10.3 HANWAG: Kaduro Light GTX – Engineered for Durable Performance
Long-distance hiking isn't the same any-
more. Most hikers on the major continental 
trails now opt for lightweight trail running 
shoes – on the Pacific Crest Trail, around 
92% wear low-top shoes, predominantly trail 
runners. On trails like this, hikers typically 
go through an average of five pairs during a 
single thru-hike, leaving behind visible “shoe 
graveyards” that underscore the impact of 
short product lifespans.
With the Kaduro Light GTX, HANW AG 
set out to address this challenge by combin-
ing two worlds: the durability and robust-
ness traditionally associated with hiking 
boots and the soft, responsive characteristics 
of trail running footwear.
At the core of the shoe is the HANW AG 
BEAD Technology: permanently elastic 
E-TPU beads combined with PU foam cre-
ate a midsole engineered for lasting cush-
ioning and energy return. Independent 
laboratory testing shows up to six times lon-
ger-lasting cushioning performance com-
pared with established EV A-based midsoles 
commonly used in trail running shoes.
Durability in the Kaduro Light GTX 
extends beyond the midsole. The 
abrasion-resistant polyester/poly-
urethane upper and HANW AG 
rubber outsole are engineered 
for long-term performance. 
Like all HANW AG models, the 
Kaduro Light GTX is manu-
factured in Europe and is fully 
resoleable.
With this innovative model, 
HANW AG sheds new light on 
durability: cost per kilome-
ter. This figure shows how far 
a user can go before the shoe 
needs replacing, making lon-
gevity tangible and compara-
ble. With that, HANW AG turns 
long-lasting performance into a 
metric that is both measurable and 
meaningful for the user.
€0.66/km
Benchmark 1
GO FURTHER. 
SPEND LESS.
UP TO 82% LOWER
COST PER KILOMETER .*
€0.23/km
Kaduro Light GTX
€1.28/km
Benchmark 2
*Based on independent third-party
lab testing compared to 2 established 
EVA-based trail running shoes.
3.10.2 Devold: The Original Islender 
Sweater
The story of Devold begins with the iconic 
Devold sweaters. 
Since 1853, they have been shaped by 
workers along the Norwegian coast – by 
fishermen and farmers working through 
harsh conditions, and by explorers push-
ing beyond what was thought possible. The 
sweaters were never designed to impress. 
They were built to protect. 
Made from 100% pure new wool from 
Norwegian sheep and knitted in a heavy 
three-gauge construction – either solid or in 
two-colored jacquard – they are dense, insu-
lating and protective by nature. The pattern 
adds warmth. The weight adds shelter.
Since 2025, they are also certified with 
the Nordic Swan Ecolabel, one of the world's 
most demanding environmental standards.
Among them stands the Original Islender. 
Introduced in the 1850s as workwear for 
fishermen, it became known for one simple 
reason: it worked where everything else 
failed. 
Over time, it became more than a sweater. 
It became associated with quality. With  
protection. With freedom. With people who 
work hard and stand their ground. With 
explorers. With coastal culture. With a  
certain Norwegian free spirit.
That is why it keeps being rediscovered, 
generation after generation. 
If treated with care, it will last for decades. 
It can be repaired, patched and passed on 
– gathering character along the way. And 
when its work is done, it returns to nature. 
Proven for 173 years.

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

24  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG

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

CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   25
4. Society (ESRS S2): Workers in the value chain
Respecting people across our value chain
4.1 THE IDENTIFICATION AND ASSESSMENT OF MATE-
RIAL IMPACTS, RISKS AND OPPORTUNITIES INCLUDING 
PROCESSES
At Fenix Outdoor, our relationship with society is closely linked to 
how we conduct business across our value chain. As a group oper-
ating globally through retail, brands and sourcing partners, we rec-
ognize that our activities influence working conditions beyond our 
own organization. Respect for human rights and fair working condi-
tions are therefore core elements of our responsibility as a business.
Our approach to societal responsibility is guided by interna-
tional frameworks such as the UN Guiding Principles on Business 
and Human Rights and the ILO Core Conventions. These principles 
inform how we engage with suppliers, business partners and other 
stakeholders, and how we identify, prevent and address potential 
negative impacts related to labor rights and working conditions.
The majority of Fenix Outdoor’s societal impacts are connected to 
our upstream supply chain. Our products are mainly manufactured 
by external suppliers, though we also own production sites, often 
operating in regions where labor standards and enforcement levels 
vary. While we do not directly employ these workers, we acknowl-
edge our responsibility to influence working conditions through 
responsible sourcing practices.
All suppliers are required to adhere to our Supplier Code of Conduct 
(CoC), which sets minimum expectations related to working conditions, 
health and safety, wages, working hours, non-discrimination, freedom of 
association and the prohibition of child and forced labor. During 2025, 
approximately 99% of our Tier 1 suppliers formally signed the CoC, 
reflecting broad acceptance of these expectations.
Where suppliers do not respond or fail to meet our requirements, 
we engage with them to clarify expectations and encourage improve-
ment. In cases where suppliers remain non-responsive or unwilling 
to comply, we may reconsider or terminate the business relationship.
We continuously assess risks related to workers in our value chain 
by considering factors such as geographic location, type of activity 
and known sector risks. This helps us identify areas where workers 
may be more exposed to challenges such as excessive working hours, 
insufficient health and safety measures, or limited access to effective 
grievance mechanisms.
Our risk assessments are informed by supplier engagement, internal 
reviews and dialogue with external stakeholders and multi-stake-
holder organizations such as the Fair Labor Association. These 
insights help us to understand their concerns and co-create solu-
tions, prioritize actions and focus on our engagement where poten-
tial impacts are most significant.
The governance of our positive and/or negative impact on our 
value chain is supported by several tools, internal and external  
policies, monitored by the social compliance staff, the human rights 
coordinator and the Human Rights Officer of the Fenix Outdoor 
Group and actively embedded and driven by internal sourcing and 
material, purchasing and product development teams of each brand 
(no changes to previous years). The social compliance audits are con-
ducted by our own team of three social auditors which is comple-
mented outside of China and Vietnam and supported by a third-
party service-partner, LRQA. As mentioned in earlier reports, we 
support the approach of SLCP (self-assessments powered by Social 
Labor Convergence Project) to share social audits by using a com-
mon framework for the industry and by reducing audit fatigue and 
costs working in collaboration with other brands. The SLCP was 
established within the context of the Global Framework Agreement 
of the United Nations Guiding Principles on Business and Human 
Rights (UNGPs) and the OECD Guideline for Multinational Enter-
prises to respect human rights. Therefore, it covers the key human 
right risks as outlined in the OECD Guidance.
The governance of positive and negative impacts within Frilufts 
Retail’s value chain follows the same fundamental principles and is as 
well aligned with key international frameworks, including the United 
Nations Universal Declaration of Human Rights and the Interna-
tional Labour Organization’s Declaration on Fundamental Principles 
and Rights at Work.
The tools, policies, processes and actions implemented are specif-
ically tailored to the characteristics and risk profile of the retail busi-
ness. The oversight of human rights due diligence across the retail 
group is provided by the Human Rights Officer at Globetrotter.
We at Fenix Outdoor strongly agree that safe and fair work-
ing conditions shall be the standard, not the exception. That is why 
we became a member in 2013 and are an accredited member of the 
multi-stakeholder organization Fair Labor Association (FLA) since 
2018.
1 Our affiliation at the FLA supports us advancing our Human 
Rights and Environmental Due Diligence (HREDD) risk manage-
ment approach constantly to (new and upcoming) requirements 
such as the German Supply Chain Due Diligence Act (“Lieferketten-
sorgfaltspflichtengesetz / 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 
EU Corporate Sustainability Due Diligence Directive (CSDDD). To 
be compliant and go beyond, we constantly adapt our HREDD risk 
management according to new requirements.
Fenix Outdoor, its brands and retail entities are therefore commit-
ted to identifying, assessing and managing material impacts, risks 
and opportunities related to workers in our value chains. This pro-
cess is aligned with ESRS S2 requirements and follows a structured 
approach based on due diligence, stakeholder engagement and risk 
analysis frameworks.
4.1.1 Impacts
Through our double materiality analysis, we systematically assessed 
actual and potential positive and negative impacts on value chain 
workers, considering ESRS sub-topics from working conditions, 
equal treatment and opportunities for all and other work-related 
rights and those have not changed from the previous year:
4. TABLES, PAGE XX-XX
1 The FLA promotes human rights at work. It is an international network of companies,  
universities and civil society organizations collaborating to ensure that millions of 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 milestones, that evalu-
ates a company’s systems to improve labor conditions in its Tier One and owned manufactur-
ers. Each milestone represents key building blocks of an effective social compliance program 
that improves working conditions and worker well-being. Member companies are expected to 
maintain and update social compliance programs as FLA standards are updated.

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

26  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG
•  L abor rights and working conditions like wages, working hours, 
occupational health and safety
•  L iving wage and fair compensation by ensuring suppliers and 
partners provide adequate compensation
•  S ocial protection and benefits, for example, having access to 
healthcare, paid leave and insurance
•  H uman rights and responsible sourcing with topics such as 
forced and/or child labor, discrimination and freedom of asso-
ciation
•  G rievance mechanisms and worker representation: Availability 
of secure channels for reporting concerns
•  E nvironmental and health risks which might occur due to  
climate change
•  V ulnerable groups such as female workers through gender  
discrimination, lower wages, thus economic vulnerability and 
financial dependencies, harassment, abuse as gender-based  
violence (table S9)
•  Y oung workers: Lack of experience, higher impact on their  
physical and mental health of hardworking conditions, long 
working hours can negatively impact and disrupt the education 
as personal development of young people (table S9).
We assess these possible impacts through our due diligence pro-
cesses, which include:
•  S upply chain mapping and ESG risk profiling include data from 
our third-party system partner LRQA with EiQ2: Currently eval-
uating Tier 1 and Tier 2 suppliers, if data is available. But also 
screening human rights reports or NGO findings.
•  C onducting and/or monitoring second- or third-party audits or 
verified assessments such as SLCP to prevent or mitigate possi-
ble ESG risks.
•  G rievance data analysis and worker feedback through third  
parties, such as the WE team: Monitoring worker complaints, 
and anonymous reports. Identifying patterns from possible worker 
complaints and concerns. Incoming grievances are handled  
confidentially and with high priority and are aligned with the 
UN Guiding Principles on Business and Human Rights and the 
requirements of the Corporate Sustainability Reporting Directive 
(CSRD). Find here the process description.
•  S takeholder engagement: Direct feedback from our suppliers, or 
value chain workers reaching us through our grievance channel 
or through our own local staff, or the WE program – our current 
dialogue program we partnered with and/or NGOs.
We have identified the following impact for workers in our value 
chain through our materiality analysis: 
•  E xcessive overtime due to short notice changes or order place -
ments
• Lack of work due to cancellations
• Unfair payment practices due to price pressure
•  S ubcontracting due to capacity shortages in a supplier (planning).
We are also aware of several risks and human rights violations due 
to sub-developed countries’ standards in workplace safety, healthy 
workplace and recruiting practices. We are aware of certain prac-
tices in one country that may constitute or be perceived as forced or 
bonded labor, particularly in relation to the recruitment, treatment 
and remuneration of migrant workers, who often belong to vulnera-
ble groups. Once identified, we evaluate the impact using the follow-
ing criteria:
•  S everity: How serious is the harm to workers? (e.g., forced labor 
vs. minor wage delays)
• Scale: How many workers are affected?
•  R emediability: Can the harm be reversed or mitigated? Can we 
develop the supplier?
•  L everage: How high is our purchase volume compared with 
other customers that the supplier might have?
Our response depends on the nature and severity of the issue and by 
implementing corrective and preventive actions. To ensure sustain-
able impact, we track progress through:
•  R egular audits and supplier assessments: Evaluating compliance 
improvements
•  F eedback from strategic suppliers and grievance mechanisms: 
Listening to the workers’ perspective and checking whether 
workers experience positive changes
•  P ublic reporting and transparency: Disclosing remediation 
progress in sustainability reports.
Example of how perspectives of value chain workers are integrated 
into our human rights due diligence: We integrate the perspectives 
of value chain workers through a combination of direct engage-
ment, representative dialogue and the use of credible proxies. Direct 
engagement with contracted facilities takes place through annual 
surveys, webinars and a sustainability newsletter addressed to facility 
management. In addition, value chain workers have access to a griev-
ance channel that can be used directly. Information on this channel 
is made available through publicly displayed CoC at factory sites and 
via audit teams during on-site assessments.
We regularly assess whether contracted facilities have their own 
grievance mechanisms in place and evaluate their accessibility, con-
fidentiality and effectiveness in addressing workers’ needs. As part of 
our human rights impact assessment process, we conduct annual on-
site visits and worker interviews. These assessments include engage-
ment with legitimate worker representatives, such as trade unions 
and works committees, to better understand concerns raised by 
employees in our value chain.
Where implemented, the WE program enables deeper and more 
continuous insights into worker perspectives and ongoing issues at 
facility level. In situations where direct engagement is not feasible, 
we rely on credible proxies, including independent NGOs and third-
party auditors specialized in labor rights. These partners conduct in-
depth assessments of working conditions and provide independent 
findings that inform our decision-making.
By combining direct worker engagement, representative dialogue 
and proxy-based assessments, we ensure an inclusive and reliable 
understanding of worker perspectives across our value chain.
Conclusion: Our process ensures a structured, data-driven, and 
worker-centered approach to addressing actual or potential negative 
impacts. By combining risk assessment, supplier engagement, cor-
rective actions and ongoing monitoring, we aim to proactively pro-
tect and improve conditions for value chain workers. 
4.1.2 Risks
To measure the impact, Fenix Brands and Frilufts Retail conduct reg-
ular ESG due diligence, including risk assessments to identify and 
evaluate adverse impact. For that, we use a variety of tools to cease, 
prevent or mitigate possible ESG risks:
•  C ountry risk screening: We run a regular internal screening of risks 
in the production countries where we as well as our partners are 
2 EiQ is a so-called end-to-end supply chain ESG due diligence platform, which allows us to 
map HREDD issues on a country level, and even zoom in on provinces and specific product 
categories. This system allows us to screen the severity of risks on country level and therefore 
the most negative impacts for the workers. The database is updated annually.

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

CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   27
manufacturing by analyzing different criteria (ESG risks,  
corruption, etc.).
•  R esults of HREDD-audits and verified assessments which we 
cluster in different grades (A and B is preferred, C acceptable but 
needs remediation, D not acceptable and urgent need to remediate 
or stop partnership).
•  I nternal risk assessments per brand by using factors such as the 
purchased volume (FOB), order quantities, EiQ country risk 
score, and HREDD audit results.
•  R isk assessment according to LkSG risk categories: type and 
scope of business activity, ability to influence the direct cause, 
and our contribution to the potential cause, severity and proba-
bility of human rights violation.
•  S ustainability scorecard results of Tier 1 supplier track annual 
development on defined sustainability criteria on factory level.
•  A ggregated wage data received and filled out by our Tier 1  
supplier.
•  S takeholder consultations with FLA or the WE program.
We use the following tools to measure those risks:
•  R isk scores include environmental impacts from EiQ and other 
international recognized parties.
•  H REDD audit or verified assessment results, the remediation 
efforts, feedback from the local WE team facilitator.
•  I nternal ESG risk assessments and sustainability scorecards on 
Tier 1 factory level build into our PLM system.
•  U sing the traceability tool insights to broaden HREDD scope.
• FLA Fair Compensation Dashboard.
• Retail ESG Assessment for brands in the assortment. 
•  I nternal systems and external resources like industry reports and 
statements, news, benchmarks, etc. 
The identified high risks for workers in the value chain of Fenix 
Brands in 2025 are presented in tables S3 and S4. Table S9 shows the 
workforce composition of assessed factories Tier 1-3 and enables a 
clear focus on vulnerable groups.
4.1.3 Opportunities
Fenix Outdoor actively pursues opportunities to enhance worker 
well-being and drive sustainable value creation in our supply chain. 
Frilufts Retail strives to ensure that 100% of all vendors are explic-
itly committed to our human rights requirements, as well as broader 
ESG expectations. By making ESG parameters a contractual obliga-
tion and actively engaging with partners on these provisions, we cre-
ate a strong basis to align efforts toward promoting worker welfare 
and enabling sustainable value creation across our supply chain and 
the wider industry.
An analysis of our retail portfolio shows that not all partners are 
currently members of preferred multi-stakeholder initiatives such 
as the Fair Labor Association (FLA) or the Fair Wear Foundation 
(FWF). This represents a significant opportunity. Participation in 
such initiatives can strengthen social compliance management and 
human rights due diligence by providing structured frameworks, 
tools and guidance to identify, prevent and mitigate human rights 
risks in supply chains. It also supports alignment with international 
labor standards, strengthens internal policies and enables more pro-
active management of social risks.
In addition, our internal ESG brand performance check serves not 
only as a risk assessment tool but also as a development instrument for 
our partners. We share the results with brands and provide guidance 
on how identified gaps and opportunities can be addressed, supporting 
continuous improvement and stronger ESG performance over time.
Looking at the Fenix brands, one opportunity is driving capacity 
training and enhancing worker engagement in the value chain of 
Fenix brands. That is why we started in 2024 proactively to engage 
with the WE program
3 by selecting two strategic Tier 1 suppliers in 
Vietnam. In 2025, we added another strategic supply chain partner 
to this approach.
In our annual survey, we ask our suppliers what training they are 
currently taking part in and ask if we can provide support develop-
ing certain topics. With that, we can start the conversation and pro-
vide the support needed. 
In addition to that, we continued analyzing worker wages to mea-
sure the living wage gaps by using available benchmarks such as the 
Global Living Wage Coalition (GLWC). These results are embraced 
by our internal purchasing teams which use the data to negotiate 
and calculate order prices with the respected supplier to ensure fair 
wages to value chain workers. Find the results in table S5.
Next to that, we engage in multi-stakeholder-organizations by 
staying an accredited member of the Fair Labor Association since 
2018 and engage with NGOs regarding ethical labor practices.
Climate change is always on our mind. Therefore, we invest in 
different collaborative programs to support our supply chain part-
ners to transform into a more environmentally friendly future. More 
details are explained in the previous chapter, Nature.
We constantly monitor and improve our due diligence approach 
by tracking the number of HREDD assessments that we have con-
ducted (view tables S1 and S2); the number of reported labor rights 
violations (table S4); their remediation status (table S7); and the 
feedback we receive from programs such as the WE program. 
4.2 Policies
The commitment through our internal management instruments 
– the Fenix Way Management Compass® – and our alignment with 
international principles such as the Universal Declaration of Human 
Rights (UDHR), the UNGC, the UNGPs, the International Labour 
Organization (ILO), the OECD Guidelines for Multinational Enter-
prises, as well as the UN SDGs which embeds our human rights 
understanding, extends to all individuals who are impacted by Fenix 
Outdoor including colleagues, customers, suppliers, workers within 
our supply chains, and the communities in which we operate. 
Fenix Outdoor brands are obliged to use one aligned due diligence 
process when it comes to protecting human rights. Responsibilities 
for the environment in the supply chain are determined in the inter-
nal Corporate Fenix Outdoor Due Diligence Policy. This also applies 
to the Frilufts Retail operations.
As part of the due diligence, our suppliers must sign our publicly 
shared Supplier Code of Conduct (CoC) which is well aligned with 
the benchmark of the FLA and is available in different languages. In 
2025, we updated our CoC once again and sent it to our direct and 
nominated indirect supplier who signed it and therefore stay com-
mitted to our values.
Fenix Outdoor has a strict internal policy about its production 
countries. Before entering a new country, we investigate different 
parameters around corruption, human rights (including forced and/
or child labor, minimum wages, etc.), political and environmental 
risks as well as business opportunities. Annually, we reevaluate the 
production countries we are in by doing ESG-driven risk analysis. 
3 The WE program is a dialogue-based program that runs in factories all over the world.  
During their factory visits, the WE facilitators design sessions on human rights enhancement, 
creating a safe space to generate dialogue with management and workers. They come together 
to hold courageous conversations on human rights in their factories. And together they come 
up with solutions to improve working conditions. The WE program works with self-sustaining 
local teams, who understand the complex realities on the ground deeply.

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

28  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG
This internal guidance is available to dedicated people and is shared 
on a yearly basis as part of the sustainable supply chain activities. 
Additionally, we have an internal social compliance and human 
rights guideline next to our internal responsible purchasing and  
production policy, which is mandatory for our brands’ operations to 
follow.
Our understanding of fair compensation is defined in our publicly 
available policy. 
Our annually updated statements on Modern Slavery and Human 
Trafficking and of Compliance with California Transparency in  
Supply Chain Acts support our collective approach to protect the 
rights of workers throughout our global value chain. 
To ensure further transparency, we provide all external stakehold-
ers with our online reporting grievance channel for complaints and 
reports on related human rights violations and share the description 
of the process. 
We publish our Tier 1 manufacturer list on our own website as well 
as update the data annually on the OpenSupplyHub website. 
A central element of the due diligence process for retail related 
to the protection of human rights and environmental responsibil-
ity is the Frilufts Retail Brand Supplier Code of Conduct (CoC), sup-
ported by a corresponding internal implementation policy. All brand 
partners are required to explicitly agree to these requirements as part 
of their contractual obligations.
Before onboarding a new supplier, we apply a standard verification 
process to ensure that production does not take place in high-risk 
countries (currently Myanmar, Bangladesh, India and Cambodia), 
unless the partner is a member of a recognized multi-stakeholder 
initiative (currently the Fair Wear Foundation or the Fair Labor 
Association) or can demonstrate a credible human rights manage-
ment system and established practices. This step helps ensure that 
severe human rights risks are identified at an early stage, and that 
business relationships are not entered into where responsible prac-
tices cannot realistically be ensured. These requirements are defined 
in the HRDD Retail Onboarding Policy.
In addition, we update our Statement on the German Supply 
Chain Due Diligence Act (LkSG) and our statement under the  
Norwegian Transparency Act on an annual basis.
https://www.fenixoutdoor.com/wp-content/uploads/2024/06/
LkSG_Statement_2024_EN.pdf 
To ensure transparency toward stakeholders, we also provide  
public access to the Code of Conduct, the Fenix EthicsPoint whistle-
blowing system and information on our human rights due diligence 
on our website.
4.3 Actions
The brands of Fenix Outdoor take proactive and measurable actions 
to address material impacts, risks and opportunities related to work-
ers in our value chain. These actions focus on preventing adverse 
impacts, ensuring compliance with international labor standards and 
creating positive social outcomes.
Therefore, we continuously strive to strengthen our HREDD and risk 
management approach by:
• Assessing risks for workers on supplier level
o  C onducting regular HREDD audits and monitoring verified 
SLCP-assessments (table S1; in total 92 assessments). In 2025, 
we expanded the overall Tier 2 audit coverage by increasing 
the number of audited Tier 2 factories (18 more audits) and by 
auditing Tier 3 (3 audits) and Tier 4 (1 audit) factories for the 
first time. Focus on high-risk sectors and geographies where 
violations of labor standards are more likely. Scope includes 
assessment of wages, working hours, contracts and adherence 
to child and forced labor prohibitions.
o  M itigating and remediating findings from assessments 
through our own social compliance staff.
o  R unning brand-specific risk assessments taking different cri -
teria such as purchasing volumes and FOB, country risk crite-
ria as audit results into account to identify high-risk suppliers.
o  D riving the use of internal supplier scorecards (table S6), 
which integrate social and environmental criteria and share 
scorecard results during meetings with suppliers
o  U sing feedback from NGOs and shared public information to 
identify systematic labor and environmental risks.
• Strengthening responsible purchasing practices by
o  I ntegrating fair practices into supplier agreements.
o  I mproving internal policies, e.g., vendor manuals, responsi -
ble purchasing policy, etc., describing the HRDD process and 
environmental engagement.
o  E nsuring value chain workers receive fair compensation and 
work under dignified conditions by collecting further wage 
data from suppliers to analyze if workers are paid a living 
wage or to see how high the gap to a living wage (according to 
the GLWC) is (table S5). Engage with purchasing and sourc-
ing teams to share insights into analyzed results and discuss 
how the gaps can be closed. Remaining with the FLA mem-
bership and using the evaluation results of FLA ’s assessment to 
improve internal processes and documentation.
Other actions we took in 2025 to keep on improving the working 
conditions in our supply chain are: 
•  I mplemented a more granular monitoring for remediated find -
ings from Corrective Action Plans (table S7).
•  E nsuring all grievances are reviewed, addressed and resolved in 
a timely manner.
•  A ssessed suppliers’ knowledge of local grievance mechanisms 
and their implementation by conducting an annual survey 
among our Tier 1 and 2 suppliers (results in table S8).
•  I ncreased the WE program in Vietnam by one more supplier 
(three in total now) to improve working conditions.
•  F inalized the sustainability strategy with focused goals for value 
chain worker 2026-2030.
•  S tarted the reimbursement process for workers in mills in Tai -
wan, part of a labor condition investigation.
•  O ffered three workshops in Vietnam (hosted by the WE pro -
gram) to our suppliers: “Listening – Supporting – Partnering: 
The Role of Middle Management for Transparency and Compli-
ance” in which seven of our vendors participated.
•  T raced 40 POs, meaning 224,400 finished products from 43 sup -
pliers.
•  K ept working within industry collaborations as the FLA and 
AAFA (Apparel & Footwear Industry Commitment) to drive 
systemic change – a proactive industry effort to address potential 
forced labor risks for migrant workers in Taiwan.
•  C onduct regular reviews of our policies (also with the support of 
the FLA) and practices to ensure continuous improvement. As a 
result, the supplier CoC was updated.
•  P ublic disclosure of the annual sustainability report with key 
audit finding areas and of our Tier 1 factories through Open 
Supply Hub, our own website, and to the FLA.
The key actions for improving labor conditions in the value chain 
are structured into three phases: short-term (0–2 years) for foun-
dational initiatives like supplier audits and grievance mechanism 
improvements, medium-term (3–5 years) for broader policy imple-

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

CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   29
mentation such as living wage and supplier training, and long-term 
(5+ years) for full compliance, continuous monitoring and integra-
tion of international labor standards across all value chain operation.
Example from the WE program – Positive Outcomes:
As part of the WE Program, several improvements were imple-
mented at factory level, leading to measurable positive outcomes for 
workers and management practices. A revised overtime policy was 
introduced, ensuring closer alignment with legal requirements and 
improved compliance. Transparency and understanding of monthly 
wage calculations were strengthened through improved communica-
tion with workers.
Worker well-being was further supported by the installation of 
additional drinking water dispensers and the introduction of regular 
cleaning routines. To better understand employee needs and percep-
tions, a worker survey was conducted, providing valuable insights to 
inform further actions.
These initiatives contributed to a significant improvement in the 
factory’s audit performance, with the audit grade increasing from D 
to B. In parallel, the communication style of supervisors improved, 
supporting a more respectful and constructive workplace culture. 
The canteen setup and facilities were also upgraded to enhance over-
all working conditions.
Finally, accessibility of the grievance mechanism was strengthened 
through the introduction of a QR code enabling direct contact with 
the General Manager, which resulted in increased use of the griev-
ance channel and improved worker engagement.
Our scope of key actions is designed to comprehensively address 
labor conditions throughout our value chain, prioritizing high-risk 
areas (table S3) and groups (table S9). By setting clear objectives, 
leveraging monitoring systems and aligning with global standards, 
we aim to drive meaningful improvements for all workers connected 
to our operations. These actions reflect our commitment to respon-
sible business practices and contribute to the long-term sustainabil-
ity of our operations. All actions of our impact are being reported 
on a yearly basis in the CSR Report of Fenix Outdoor as well as with 
internal stakeholders such as the management teams during ongoing 
internal reports. Already in 2023, we have started to write an excerpt 
of the holistic CSR report for the brand Fjällräven and continued it 
in 2025. Other Fenix brands such as Hanwag will follow Fjällräven’s 
actions in 2026.
On a monthly basis, current social compliance audit results, CAP 
statuses, upcoming audit dates, sentinels, etc. are being shared with 
dedicated colleagues and decision makers. We use internal systems 
like the PLM to share assessed data like the sustainability scorecard 
on factory level within the company. These colleagues have as well 
access to the mentioned EiQ system.
When it comes to preparing our partners (indirect and direct) for 
upcoming HREDD legislation, we use annual questionnaires, webi-
nars, meetings and our own sustainability newsletter to share knowl-
edge. In doing so, we want to support our partners to reflect upon 
their own actions and support them to become compliant. 
However, if we do face any high-risk violations of HREDD obliga-
tions, we will not stop discussing the topics until we find acceptable 
solutions with our supplier 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.
Another way to be transparent about our actions is being part of 
the FLA members sharing publicly results of our annual evaluation. 
In 2025, we were assessed on FLA ’s principle 7: Collection & Man-
agement of Compliance Information (preliminary result: 97%), prin-
ciple 8: Timely and Preventative Remediation (preliminary result: 
83%), principle 9: Consultation with Civil Society (preliminary 
result: 64%) and principle 10: Verification Requirements (prelimi-
nary 72%). The results will be added to the FLA website sometime 
in 2026. 
Our approach to tracking and assessing effectiveness is data-
driven and continuously evolving. Through KPIs, independent 
audits, feedback from industry organizations such as AAFA or FLA 
and public transparency, we ensure that our actions create meaning-
ful, positive changes for value chain workers.
Within our retail operations we have taken proactive, measur-
able steps to address key impacts, risks and opportunities concerning 
human rights in the supply chain related to our brand partner. These 
efforts are aimed at preventing negative outcomes, ensuring adherence 
to international labor standards and fostering positive social results.
Actions in 2025 included: We annually report on our human 
rights due diligence (HRDD) activities to the Federal Office for  
Economic Affairs and Export Control (BAFA) and update our general 
statement on human rights in the supply chain; this was also  
completed in 2025 even though the recent government changed the 
requirements. To ensure transparency toward stakeholders, we  
published the latest report and statement on globetrotter.de, together 
with the Frilufts Retail Brand Supplier Code of Conduct and a link to 
the Group’s EthicsPoint whistleblowing system.
At the beginning of 2025 we established the HRDD Retail 
Onboarding Policy, strengthening our due diligence requirements 
for new business partners. Following its introduction, targeted train-
ing was provided to vendor management and the purchasing depart-
ment to ensure consistent implementation of the policy in day-to-
day sourcing decisions.
In addition, we conducted a dedicated HRDD workshop for the 
Globetrotter purchasing team. The workshop covered our HRDD 
instruments and processes, the Fair Wear Foundation’s perspec-
tive on human rights due diligence, the Group’s and Fenix brands’ 
HRDD approaches, and relevant legal developments. The objective 
was to strengthen internal understanding and practical application 
of HRDD across the purchasing function.
We also carried out a human rights risk assessment, which we 
plan to conduct at least bi-annually. This assessment supports the 
identification of suppliers with elevated risk profiles and informs 
decisions on where closer follow-up is required. It considers the 
scope of business activity, country-specific and structural risks, and 
the likelihood of potential adverse impacts. In practice, this enables 
a risk-based prioritization of actions, focusing on efforts where the 
risk of harm is highest.
As a result of the 2025 risk assessment, 10 brands were identified 
for follow-up engagement. In 2026, these brands will be reviewed in 
more detail using our Brand ESG Assessment, supporting targeted 
dialogue, risk mitigation and continuous improvement.
4.4 Targets
In 2025 we finalized our new sustainability agenda 2026-2030, which 
has been released and published in January 2026 in the updated 
Fenix Way. For this reporting phase, though, we will remain at the 
targets we have set until 2025.
Targets of 2025 in our cardinal direction “Society”:
Taking on societal responsibility not only includes being a good  
corporate citizen but also assisting in improving and developing 
communities as well as adhering to a high level of business ethics. 
1.  Stakeholder engagements – hold stakeholder dialogues on a  
regular basis. KPI: At least one meeting every other year; at least 
one survey every third year.

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

30  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG
Results in 2025: 
•  W e hold several internal meetings regarding sustainability topics 
with various attendees.
•  W e engaged in different public forums (e.g. FLA conference,  
sustainability peer meetings, etc.).
•  W e shared sustainability news through newsletter with our value 
chain partners and engaged through meetings, audits, supply 
chain programs and an annual survey.
•  W e were involved in various conversations with non-  
governmental organizations and end-customers.
Future focus: 
•  I dentify and prioritize stakeholders based on influence, interest 
and impacts.
•  S trengthen communication and transparency, e.g., two-way  
dialogue with interactive discussions.
•  L ocalize the engagement and conduct business unit-specific 
forums.
• Improve feedback loops.
• Widen the collaboration with external partners.
2. Human Rights – to conduct regular human rights related activities. 
KPI: Ongoing human rights (and environmental) assessments and 
training; zero incidents each year.
Results in 2025:
The total number of verified HREDD assessments declined com-
pared with last year. This decrease is due to a reduced number of 
Tier 1 facilities and improved audit performance, which results in 
extended audit cycles. It can be stated that the share of preferred 
A and B Grade results advanced again compared to the previous year. 
(2023 = 57%, 2024 = 63%, 2025 = 70%).
Next to that, we achieved the following in 2025:
•  W e conducted three Tier 3 and one Tier 4 HREDD assessments 
in 2025.
•  W e conducted 18 Tier 2 HREDD assessments in 2025  
(including vSLCPs).
•  W e conducted 70 Tier 1 HREDD assessments in 2025  
(including vSLCPs).
•  O verall, the assessments were 49% conducted by our second-
party audit firm, 18% by our partner LRQA and the other 33% 
were accepted vSLCP .
•  7 0% of our assessed suppliers achieved “good” results (A & B 
Grade audits).
•  W e found one non-compliance related to child labor and young 
workers. The finding was related to missing records of worker 
IDs and age documentation (table S3).
•  W e detected forced labor in Taiwanese factories and started the 
remediation process immediately.
•  M ost audit findings occurred in the field of health and safety.
•  W e run an ESG assessment for Fjällräven, Tierra, Royal Robbins and 
Frilufts defined high risk suppliers also based on purchase volume.
•  W e rolled the WE program out to an additional Tier 1 supplier 
and continued with the program in two factories in Vietnam.
•  W e managed to conduct further wages of workers and engaged 
with our internal teams to strengthen the dialogue with their 
supplier in relation to a living wage.
•  B y updating the production country risk map, the environmental 
risks were also updated and considered.
0
20
40
60
80
100
120
0
20
40
60
80
100
120
A & B grade are preferred; C is acceptable but needs improvement; D is not 
acceptable and needs immediate action)
2019 2020 2021 2022 2023 2024
A B C DVERIFIED ASSESSMENTS  
PER AUDIT GRADE
2025
0
20
40
60
80
100
120
0
20
40
60
80
100
120
a)  Number of verified HREDD assessments
NUMBER OF HREDD ASSESSMENTS
61
74
54
76
93
108
2019 2020 2021 2022 2023 2024 2025
92
0
20
40
60
80
100
120
0
20
40
60
80
100
120
27% 73% 0.73% 15
WORKFORCE COMPOSITION AND VULNERABLE GROUPS (TABLE 59)
Male Female Migrant Youngest worker 
found

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

CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   31
Future focus:
•  B roaden the assessment scope and enlarge the total audit cover -
age further by including Tier 2 and Tier 3 suppliers by gaining 
more transparency through traceability.
•  F urther involve risk focus by analysis by country, purchasing 
volume and ESG-identified risks to focus on high-risk suppliers 
and by considering environmental risks as well.
•  S tart a living wage development program with one or two strate -
gic Tier 1 suppliers.
•  E nsure positive social impact for workers, for example by offer -
ing support through the WE program and therefore keep on 
rolling out the WE program and other value chain improvement 
programs to strategic suppliers to enhance worker engagement.
•  C ontinue to implement country risk assessment for onboarding 
retail brand partners and further use of ESG Brand performance 
check to identify brand partners with higher risk profiles and to 
prevent and/or mitigate negative impacts and risks.
•  F urther expand the monitoring of reoccurring findings in social 
audits and engage with suppliers to minimize these.
3. Product responsibility – monitor incidents related to the use of 
safe handling of Fenix Outdoor products. KPI: Reported incidents 
as ratio no. of cases / new products per relevant category, target: zero 
incidents  
Results in 2025:
No reported incidents.
Future focus:
Due to the change from GRI to CSRD reporting, this question has 
not been added since it is not a requirement of the ESRS. 
4. Business Ethics – Train all staff and suppliers on the CoC. KPI: > % 
of staff / supplier trained target: 100% trained staff; 80% trained sup-
pliers (Tier 1 & 2).
Results in 2025: 
The Supplier CoC was updated in 2025. Therefore, 100% of staff and 
contracted value chain actors had to be trained. 
Percentage of retail brand suppliers that have signed the CoC: 99%
Percentage of Fenix brand suppliers that signed the CoC:
• 100% of traders 
• 99% of T1 suppliers 
• 73% of nominated T2 suppliers. 
Future focus: 
•  D o regular refresher training on the Supplier CoC.
•  K eep pushing Tier 2 suppliers to sign the latest version of the 
Supplier CoC.
•  C onstantly update the content of the Supplier CoC in alignment 
with updated requirements.
5. Business Ethics – Zero incidents of corrupt behavior, bribes and 
embezzlement. KPI: Zero reported incidents.
Results in 2025: 
One reported incident on Tier 1 level through the WE program. 
Future focus: 
•  D o regular refresher training on our Fenix Way values including 
corrupt behavior, bribes and embezzlement.
6. T ransparency – Transparency of products and materials. KPI: Full 
transparency for own products and materials representing 80% of 
brand value. 
Results in 2025: 
Not achieved. Target will be moved to the strategy 2030. However, 
we scaled the pilot which we started in 2024 up and have traced 40 
POs, which are 224,000 finished products from 43 suppliers in 2025. 
The focus with this project lies on tracing sustainable materials all 
the way up to Tier N level. 
Future focus:
For 2026–2027, we plan to include more Fenix brands such as 
Hanwag and increase the numbers of POs and Tier 1 suppliers into 
the identified system partner focusing especially on textile products 
and materials which are more sustainable (e.g., recycled polyester, 
organic cotton, etc.). We plan to gain 100% traceability in the defined 
textile scope by the end of 2027.

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

32  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG

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

CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   33
5.1 OVERVIEW
This section provides an overview of our organization’s commitment 
to social responsibility concerning our own workforce, in compli-
ance with the European Sustainability Reporting Standards (ESRS 
S1) under the Corporate Sustainability Reporting Directive (CSRD). 
Our approach ensures transparency in workforce-related matters, 
including working conditions, diversity and inclusion, health and 
safety, and employee engagement.
5.2 MATERIAL IMPACTS, RISKS AND OPPORTUNITIES
5.2.1 Impacts
We have identified the following impacts through our materiality 
analysis:
•  J ob creation and providing an income that is above minimum 
wages and allows for a discretionary income
•  A dherence to legal provisions in legislation where we operate 
(mainly the EU, Europe, North America and China)
•  H ealth and safety at the workplace
•  Commute
•  F air treatment of employees (non-discrimination, non-  
harassing environment)
•  S ocial protection (e.g., social security like health insurance,  
sick leave, parental leave etc.)
•  W ork-family-life balance
•  P ersonal and professional development
•  R ight to collective bargaining.
5.2.2 Risks
The main risks we have identified are:
•  L ow productivity due to high number of sick days/absences
•  I nsecurity/fear among employees due to layoffs and through 
changes/reorganizations/economic downturn
•  H igh employee fluctuation
•  C onflicts in the workplace.
5.2.3 Opportunities
Actions and internal proceedings but also the establishment of a 
trusted and long-term corporate culture like our Fenix Way impact 
positively on our own workforce and result in opportunities we may 
benefit from:
•  E mployee satisfaction/engagement
•  I ndividual development plans
•   I nternal staffing of management positions
•  S upport for employees with children and relatives in need of care 
(retention)
•  P ositive effects of good working conditions (e.g., adequate pay)
•  D iversity through inclusion (e.g., corporate integration  
management).
The above-mentioned impacts, risks and opportunities are gener-
ally valid and widespread. However, the individual scale and scope 
are dependent on the specific country or geographical area as well as 
the type of operation the employee is working in (e.g., manufacturing, 
warehouse staff, sales, back-office, etc.). Certain impacts (e.g., f amily-
related leave) affect specific groups (e.g., women) in particular.
There are no operations at significant risk of incidents of child 
labor or forced and bonded labor in our own operations. Our  
policies apply company-wide and globally (unless otherwise noted).
5.2.4 Workforce Composition and Structure
In 2025, Fenix Outdoor employed 3,021 FTEs in our various entities 
and countries (2024: 2,790; see Table W-1). This is an increase of about 
8.3 %, predominately due to the integration and acquisition of Devold. 
Most of our employees are permanently employed, but we employ sea-
sonal workers in retail and warehouse operations during peak seasons. 
We employed eight female and 13 male apprentices in the year 2025. 
By doing so, we provide the opportunity for young people to learn a 
profession. Since all apprentices were hired in Germany, one has to 
acknowledge the German dual educational system. Apprentices will 
get a school education tailored toward their profession and on-the-job 
training with us. This way, young people and beginners in a job receive 
a thorough two to three years of education and are well equipped after-
ward for the global job markets. About 70 non-workforce employees 
were reported (consultants and temporary employees).
The staff turnover rate in 2025 (defined as all employees who left 
versus total number of employees) over all operations including the 
retail business is 20.07% (2024: 35.24%). The ratio between females 
and males leaving Fenix Outdoor was not established this year but is 
similar to 2024 (2024: ratio F/M 1.2:1), meaning that roughly half of 
staff members leaving were females (55% in 2024). We define signif-
icant fluctuation as 25% or more employees leaving. The reason for 
the development is mainly due to downward economic trends and 
some operational reorganizations. When it comes to temporary and 
seasonal workers, significant fluctuations can be 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 opera-
tional risk does not stem from this fact.  
All eligible staff members are entitled to parental leave (i.e., par-
ents with children under a certain age); the definition differs from 
country to country, so an overall percentage value has limita-
tions in validity. Using the NOVISTO system’s consolidation, 99% 
of our employees are eligible to take family leave (2024: 82.5%). In 
2025, 2.0% of those took family-related leave (2024: 2.1%). After 12 
months, all (2024: all) were still employed. Since parental leave is 
regulated differently in various countries, the figures are not com-
parable to any specific time frame as prolongations or shifts in time 
off in Europe in particular are commonly agreed 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 up 
in the statistics prolonged their leave or left Fenix Outdoor.
Other metrics and KPIs referring to our own workforce (ESRS S1) 
can be found in the following tables:
•  W  – 2: Breakdown by employment type (permanent, temporary, 
full-time, part-time, etc.)
•  W  – 3: Workforce segmentation by job category and seniority 
levels
•  R epresentation of minority groups: no data available. Our  
company respects and protects the rights of our employees.  
That personal information is not to be shared publicly
5. WELL-BEING (ESRS S1)
5. TABLES, PAGE XX-XX

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34  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG
•  W - 4: Key workplace safety statistics (e.g., accident rate, lost time 
injury frequency rate)
•  W  – 5: Total hours of training provided per employee
•  I nvestment in upskilling and reskilling programs: no data  
available – see personnel costs in annual report
•  W  – 6:  Various KPIs: Local Entry Wages, Workforce covered by 
collective bargaining agreements; Signed CoCs
•  W  – 7: Working hours and flexibility at the workplace
•  W  – 8: Payment Ratios and Gender Pay Gap
•  W  – 9: Compensation Summary Report
5.3 POLICIES
Fenix Outdoor has developed into one of the leading outdoor com-
panies in Europe with global representation. We have grown organi-
cally and inorganically over the past decade. This led to several orga-
nizational adjustments and changes, and we are continuing this 
journey in the years to come. Our north star, however, remains our 
Fenix Way with its Fenix Management Compass®. The Fenix Way is 
a guidance tool that also describes and defines our corporate culture 
and serves as the reference point in times when insecurity and lack 
of orientation seem to govern.
Within the Fenix Way we have clearly expressed our commitment 
to respecting human rights, including labor rights, safe and healthy 
workplaces and a discretionary income for our employees. We take 
responsibility for the company’s business activities throughout our 
value chain. The Fenix Way is built on our commitment to
•  Th e International Declaration of Human Rights
•  Th e UN Guiding Principles on Business and Human Rights
•  Th e Principles of the UN Global Compact
•  Th e UN Sustainable Development Goals
•  Th e ILO Core Labor Conventions
•  R espect for and protection of nature
•  Th e UN FCCC Fashion Charter for Climate Action
•  Th e societies in which we operate and for which we produce, 
practice good corporate citizenship and uphold the highest  
standards of ethical integrity.
•  H uman well-being, in particular the well-being of our employees 
all over the world who deserve a safe and healthy working environ-
ment, and our customers and other stakeholders who should not 
suffer any harm from our products
•  Th e economic development of our company as well as the  
societies we are operating in.
The globe whistleblowing hotline and ombudsman’s office are open 
to all employees and business partners.
Fenix Outdoor is also committed to observe international obliga-
tions resulting from our global business presence, such as our regular 
update of the Statement on Modern Slavery and Human Trafficking 
as well as the Statement of Compliance with the California Transpar-
ency in the Supply Chain Act (SB 567). See also Chapter 4, Society.
In our Code of Conduct, which builds on our aforementioned com-
mitments, we express zero tolerance regarding child labor, forced and 
bonded labor as well as zero tolerance regarding corrupt and unethical 
business practices. The values and principles of our Code of Conduct 
must always be observed and adhered to by all employees and manag-
ers of the company. Every Fenix Outdoor employee needs to sign the 
Code of Conduct and our ethical principles upon recruitment. The 
signatures are filed by our Human Resources Department and are the 
basis for the contractual relationship.
Depending on the jurisdiction, we have a number of complemen-
tary and more in-depth rules that are applicable during the employ-
ment period and form part of our Compliance Program. Certain 
HR-related policies are either based on legal requirements or form 
part of an employee's handbook. The documents outline the reg-
ulations to which employees, managers and the HR department 
must adhere in order to ensure legal and ethical practices within our 
organization. The policies cover a range of topics including equal 
employment opportunities, working hours, freedom of association, 
minimum wages, etc.
We adhere to legal requirements in all jurisdictions where we 
operate to foster a fair, respectful and secure working environment.
We view diversity within our teams as a unique strength, bringing 
together individuals with varied experiences, beliefs, backgrounds 
and perspectives. Diversity and respect are also integral aspects of 
our Fenix Way and comprise multiple dimensions, such as gender, 
age, ethnicity, religion and personal beliefs, regional origin, sexual 
identity, disability and social background. Our group-wide Anti-Dis-
crimination Policy is binding to ensure that no employee is subject 
to any kind of discrimination. Our equal opportunity and recruiting 
principles underline our commitment to treat all employees fairly 
and equally and making qualifications, skills and experience the 
basis for recruitment. Our globally accessible career platform pro-
vides up-to-date records on recruitment.
Our policy is to promote equal opportunities for men and women, 
and our board expressly demands equal opportunity recruitment 
into managerial positions. The proportion of female middle man-
agers that Fenix Outdoor currently employs is proportional to the 
previous year (2024: 44%). The Executive Management was 18.75% 
female (25% in 2024). Our board is 17% female.
Fenix Outdoor has committed to Freedom of Association and rec-
ognizes the right to collective bargaining as a universal right.
While we know that the main risks regarding our own workforce 
are related to possible health and safety risks, stemming from the 
day-to-day operations (such as back pain, vision impairment, risk 
of stumbling over ill-secured cables and the like), Fenix Outdoor 
adheres to a mix of international, national and industry health and 
safety regulations. We conduct risk assessments, implement pre-
ventive measures and train employees, using specially designated 
safety representatives. State labor safety bodies enforce compliance 
by imposing fines, though we were not subject to these in 2025. 
Continuous monitoring, procedure updates and employee involve-
ment are vital for successful risk awareness and management. In 
the EU in particular, we have established the legally required work -
place environment and health and safety committees. In the United 
States we follow the recommendations and inspection reports 
issued by OSHA. In other locations, local managers and by delega -
tion employees are entrusted with the adherence to high health and 
safety standards.
In several locations we offer voluntary health and fitness oppor-
tunities, such as individual fitness plans and healthy nutrition rec-
ommendations, and we enable employees to practice and improve 
skills and widen their view when taking part in our events such as 
the Fjällräven Classic, which enables our employees to truly experi-
ence the outdoors while using our own products and gear. This way 
we encourage a healthy lifestyle and collect user experiences, which 
in turn will influence the construction and functionality of the next 
generation of products. 
All our policies and offerings have been communicated to our 
employees, and frequent training and refreshers, mandatory as well 
as voluntary, are offered and provided on a regular basis through in-
person meetings but also via our eLearning tools.

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CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   35

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36  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG
5.4 PROCESSES
We actively promote continuous, open and transparent communi-
cation at all levels. Engagement takes various forms, both informal 
and formal, including annual performance reviews, employee sur-
veys, workshops and interactions with workers’ representatives, such 
as the Work Councils. The internal engagement surveys (employee 
net promoter score, eNPS) allow the management teams and heads 
of departments to assess the effectiveness of our initiatives and their 
respective outcomes. It sheds some light on the level of commitment 
of our workforce to the company and its values and goals.
5.5 ACTIONS
Our aim is to enable all our employees to stay up to date with recent 
developments in technical developments and legal changes. There-
fore we offer a wide array of training and development opportunities. 
Training hours for all employees are not logged in centrally, nor do 
we have a system according to which reliable data can be obtained. 
This has been a problem in the past, and as a result the figures given 
cannot be compared. However, by an unweighted and very rough 
estimate (number of hours given on average per person per reported 
entity) we can establish that about 29.59 hours in training were given 
to female and male employees in 2025 (2024: 40.29 hours for female 
and male). The figures vary dramatically in detail, not so much by 
gender but more because the overall number of employees in each 
job category or region is very different, and not all categories are 
present in all markets. Therefore, a high variability in training data is 
pertinent. These courses include professional training, e.g., product 
and skills training for sales staff but also training on sustainability, 
compliance and the like. We also offer employee development pro-
grams, such as our Graduate Program to enable and equip employees 
with the skills and experience to further their professional careers. 
But not only that: in many locations we offer schooling and indi-
vidual personal development opportunities, depending on the legal 
framework and business needs. 
Performance reviews are part of our development assessment pro-
cess but vary widely from country to country. No group-wide data 
processing protocol exists. However, as a general recommenda-
tion, all managers and employees should meet once a year to discuss 
the goals, tasks, and achievement levels of the past year, develop-
ment needs for the year ahead as well as the overall way of working 
together. It should include a review of the manager’s performance in 
leadership, communication, inter-team, and interpersonal relation-
ships. These files are logged and will serve as the basis for the review 
of the coming year. In addition, new tools like Perdoo for Objective 
Key Results (OKRs) and KPI tracking are introduced to facilitate the 
review and become less driven by individual assessments or assump-
tions rather than measurable facts. Due to the lack of systematic 
support, there is no reliable data on the percentage of performance 
reviews that took place. An educated guess for the main operations 
would be 75% to 85% coverage.
Through deliberate actions and steering by the Board and  
Management, Fenix is steadily increasing the number of female  
leaders on various levels. 
WORKING HOURS, WAGES AND BENEFITS
We adhere to the laws when it comes to working hours. At a mini-
mum we adhere to the International Labour Organization conventions 
regarding rights at work and apply them to both internal and exter-
nal service providers. In 2025, 4,499,128 hours (n = 3,021) were worked 
(2024: 3,380,224 hours, n= 2,790) by own employees. The number of 
non-employees and the number of hours they worked for our com-
pany could not be established. Collection of information on these types 
of employees (often employed through agencies and support staff in 
stores and warehouses during peak seasons) is a manual process and not 
recorded in systems. Therefore, the completeness and validity of data is 
poor, and we therefore decided not to present it this year. 
Our wage levels are competitive, and we offer several benefits to 
our staff. In various locations we offer different benefits for employ-
ees such as health club memberships, subsidized tickets for public 
transportation, pension and retirement insurance schemes (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 coverage, 
child daycare or financial support to parents with children, free or 
subsidized meals, staff discounts, employee clothing and the like. 
These differ from entity to entity and depend on legal or negotiated 
frameworks. Data for Board compensation and its composition can 
be found in the annual report under the related heading of the man-
agement report chapter.
A good outdoor spirit and understanding of what and what not to 
do in the wilderness are important to Fenix Outdoor, and on a case-
by-case basis we encourage our employees to participate in outdoor 
activities such as educational outdoor trainings or the Fjällräven  
Classic event. In most locations, business operations permitting,  
we offer flexible working hours. However, we see ourselves as an  
“in-office company, ” with four mandatory days in the office per week 
in 2025 and one flex/home-office day per week in accordance with 
the team’s needs and local provisions. In addition, and working  
conditions permitting, every employee is entitled to two times five 
days (five per half year) per year to “work from anywhere. ” 
5.6 TARGETS
In our Fenix Way, the targets 2020 – 2025 according to ESRS S1 (see page 43) are defined as follows:
Compass Area Issue Description of 2025 Target KPI KPI Target
With respect to our 
staff members our 
aim is to ensure 
that they enjoy a 
high level of safety 
and health at the 
workplace and that 
they are inspired 
and passionate
Child Labor Forced and 
compulsory labor
Zero incidents in our production 
lines and processes
No. of incidents Zero incidents
Health and Safety Regular monitoring No. of audits; no. of incidents Incidents / audit: < 1,5
Health and Safety Safe workplace No. of incidents No. of ioncidents / employee
Health and Safety/
Supply Chain
Monitoring and audit results from 
supply chain visits
No. of “major non-compliance 
finding”/no. of audits
Below 0,5
Training and staff 
satisfaction
Conduct staff surveys, provide  
education/training opportunities 
Surveys  and results reflected in cor-
porate policies and strategies; target: 
great place to work awards as of 2025
E-learning Global E.-learnings on sustainability Ratio: participants to Group FTE Target ratio 1:1 per e-learning unit

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CSR 2025 FENIX OUTDOOR INTERNATIONAL AG   37
Fenix Outdoor strives to take a non-discriminatory approach 
by paying equal wages to men and women, exceeding the mini-
mum wage levels where possible. This also applies to employees not 
employed by Fenix Outdoor but working for us on our premises. We 
hire local managers for the operations in the respective countries.
At the end of 2025, we were on track and kept the set boundar-
ies as targeted. However, a deeper look reveals that we are weak in 
the areas of employee engagement when it comes to corporate deci-
sions and personal development options, lacking discipline in some 
learning and development areas. There are manifold reasons for this 
– among others, an overwhelming number of new rules, regulations, 
and internal as well as external frameworks which require attention 
all at the same time. In fact, mandatory e-learnings on anti-corrup-
tion or data protection are provided, but they are down-prioritized 
by individuals and teams if similarly mandatory learnings for the 
day-to-day job are offered at the same time. However, we can estab-
lish that about 411 employees underwent an e-learning on com-
pliance and anti-corruption during 2025, and since some employ-
ees tend to learn and work in groups (partly also due to the lack of 
individual computer access rights), we are confident that the target 
groups have been reached and the actual figure is higher than that of 
the recorded participants.
This year marks the end of our five-year sustainability journey. We 
have developed and published our agenda for 2026-2030 and we will 
take honest account of what we initiated or achieved when it comes 
to our responsibility toward our own employees. In a politically  
volatile environment with insecurity and several unknowns, as well 
as changes in direction on virtually a daily basis, we do not know yet 
what this year will hold for us. But one thing is very clear to all of us 
at Fenix Outdoor: we stand strong in our values and our commit-
ment to creating a life-worthy, sustainable and adventurous natural 
world that we will all love to live in and enjoy. 
Looking at the achievement levels of our targets mentioned above, 
we are proud of having been quite successful:
T arget: No incident of child labor: In conducting hundreds of 
audits in our own operations and supply chain partners, we did not 
detect incidences of child labor. We detected the risk of compulsory 
labor in one country and have mitigated this to the best of our ability 
(See Chapter 4 Society). 
T arget: Health and Safety monitoring: Our health and safety  
targets were difficult to monitor. The monitoring procedure is man-
datory in some legislation and hence has been a matter of compliant 
business operations. However, with the strengthening of our systems 
and systematics, we will improve the oversight and monitoring over 
the years to come.
T arget: Safe workplaces: In conjunction with the above monitoring 
and internal auditing we also identified workplace risks. In offices it 
is related to ergonomics, lighting and eyesight tests when computer 
screens are the main work tool; in production we focused on safe 
handing of goods and safety measures in machinery operations.  
A quantitative figure was difficult to establish over the full period of 
the sustainability plan.
T arget: Audits from supply chain -> are reported in Chapter 4.
T arget: Training and staff satisfaction: In the latter half of the 2020 
– 2025 plan we conducted regular staff satisfaction evaluations. 
Those results were regularly reviewed, and corrective measures were 
initiated and dialogues and discussions held on critical issues. We 
believe we have established a robust routine in most locations.  
However, there is still room for improvement, and we have not yet 
received any awards regarding “a great place to work. ”  Training is 
given regularly and annual data sets vary.
T arget: e-Learning: We have established a global e-Learning plat-
form and utilize the learnings locally as well as group-wide. However, 
we are still unable to develop a reliable ratio of “e-learners” versus  
the total number of FTEs. An informed guess would be that around 
one-third of all employees regularly undergo an annual e-learning 
program, not including mandatory refresher on IT security and 
product trainings for retail employees.

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

38  CSR 2025 FENIX OUTDOOR INTERNATIONAL AG
2. NATURE, PAGE 08–17
Energy consumption and mix 2023 2024 2025 %YoY Explanation
(1) Fuel consumption from coal and coal products (MWh) 0 0 0 0
(2) Fuel consumption from crude oil and petroleum products (MWh) 54 42 75 78 1 location with heating based  
on heating oil
(3) Fuel consumption from natural gas (MWh) 6,898 3,613 4,901 36
Decrease from base year 
 in 2024 due to begin of  
purchase of biogas
(4) Fuel consumption from other non-renewable sources (MWh) 0 0 0
(5) Consumption from nuclear products (MWh) 0 0 0
(6)  Consumption of purchased or acquired electricity, heat, steam, and  
cooling from non-renewable sources (MWh) 7,620 5,673 4,979 –12 District heating consumption.
(7)  T otal non-renewable energy consumption (MWh) (calculated as 
the sum of lines 1 to 6)  14,571 9,328 9,954 7
Share of non-renewable sources in total energy consumption (%) 46 29 33 14
(8)  F uel consumption for renewable sources (including biomass,  
biogas, non-fossil fuel waste, renewable hydrogen, etc.) (MWh) 318 2,524 1,217 –52
Two sites source biogas  
directly and remaining is  
French biogas certificates for 
selected German sites.
(9)  Consumption of purchased or acquired electricity, heat, steam, and  
cooling from renewable sources (MWh) 17,007 20,570 18,840 –8
(10) The consumption of self-generated non-fuel renewable energy (MWh) 0 0 256
(11)  T otal renewable energy consumption (MWh) (calculated as the 
sum of lines 8 to 10) 17,325 23,094 20,313 –12
Share of renewable sources in total energy consumption (%) 54 71 67 –6
Total energy consumption (MWh) (calculated as the sum of lines 7 and 11) 31,896 32,422 30,267 –7
We do not operate in high climate impact sectors and gain not net revenue from these activities.
N1 ENERGY CONSUMPTION AND MIX
2023 2024 2025
Total volume of carbon credits cancelled in reporting year (t) 20,822 20,780 18,990
Share of removal projects (%) 0.8 3 16.92
Share of reduction projects (%) 99.2 97 83.08
Share of credits from Verra (%) 84.9 77 83.08
Share of credits from Gold Standard (%) 14.9 19 0
Share of credits from Climate Action Reserve (%) 0 3 16.32
Share of credits from American Carbon Registry (%) 0 0
Share of credits from Puro (%) 0 0
Share of credits from Riverse (%) 0 1
Share of credits from Plan Vivo (%) 0 0
Share of credits from Carbon Standards International (%) 0.3 0 0.6
Share of credits from OxCarbon (%) 0 0
Share of credits from ISO 14064 (%) 0 0
Share of credits that are not registered (%) 0 0
Share from projects in EU (%) 0 0
Share of credits with corresponding adjustment (%) 0 0
Total volume of carbon credits purchased for future retirements (t) 4,000 3,220 15,000
N2 GHG REMOVALS AND STORAGE
6. Performance Metrics and KPIs