Kathmandu Holdings Limited Sustainability Report 2021

Sustainability
Report 2021
KATHMANDU
®
HOLDINGS LIMITED
Byron Bay

This year our progress has been
on combining the strength of
each of our brands to create a
stronger Group.
By aligning our supplier Code
of Conduct and bringing all
three brands under the Elevate
supplier improvement
programme we have raised the
bar across all three brands
with one stroke.
We undertook our first group-
wide Environmental, Social and
Governance (ESG) materiality
assessment this year. We now
have a clear understanding of
what is most important to the
people our brands touch. This
guides us on where to focus
our work. Our priorities are:
• Our people, our communities
• Science-based climate
action
• Circular business models
In 2021 we made further steps
to improve our value reporting.
We undertook staff training
and began to assess how our
brands use resources and
create value.
Our future sustainability
reporting will feature a
consistent Group focus across
our family of brands.
MICHAEL DALY
GROUP CHIEF EXECUTIVE OFFICER
DAVID KIRK
CHAIRMAN
Our continuing aim under new CEO
Michael Daly is to become a global
leader in ESG. The small, tightly
focused Kathmandu Holdings Group
executive team is clear that part of its
purpose is to drive sustainability
strategies for all the Group’s brands
focused on our three priorities.
Bringing Oboz and Rip Curl into the B
Corp fold alongside Kathmandu will
be a crucial next step on this journey.
Mt Charlie, overlooking Port Douglas and
Captain Cook Highway, Queensland.
Sustainability
Report 2021.
32

Contents.
44Our journey
A year of groundwork and planning.
50Our products
Progress on our three pillars: durability,
materials and process.
52Our footprint
Our carbon accounting goes to the next
level.
54Our suppliers
A three-year strategy and action plan is now
in place.
56Our customers
Finding more ways to engage customers on
our journey.
58Our community
Helping more people find their trail.
60Our team
As we grow, we focus more on diversity and
training.
6
Kathmandu Holdings 2021
sustainability highlights
Our brand's achievements this year.
8Investigating what matters
Group wide ESG materiality assessment.
9Group ESG focus areas
Our pathway to being a leader in ESG.
10
New link between
sustainability and finance
Committed to New Zealand's largest
syndicated sustainability linked loan.
64Our journey
Rising to the challenge with more
coordinated efforts on sustainability.
70Our products
A new preferred fibre list helps make better
choices.
74Our footprint
Measuring our global carbon emissions for
the first time.
78Our suppliers
New partnership improves supplier
relationships.
80Our customers
Our crew takes up the challenge to put real
bodies in our new fit guide.
82Our community
From Bali to our corporate backyard,
pitching in to help our communities.
86Our crew
Supporting crew through challenging times.
14Ta matou rerenga
– our journey
Our new brand purpose, mission and values.
20Nga hua
– our products
A move towards more circular products and
design.
24Ta matou tapuwae
– our footprint
Carbon zero ahead of time.
28Nga kaiwhakarato
– our suppliers
New Code of Conduct aligns Kathmandu group.
32A matou kiritaki
– our customers
Creating new ways for our customers to
participate in our sustainability journey.
34Ta matou hapori
– our community
New community partners align with our
purpose to improve the wellbeing of the world.
36Ta matou ranga
– our team
Is on a journey of resilience and wellbeing.
40O matou uara e ora nei
– values in action
Joyful, courageous and open.
45

Kathmandu
Holdings 2021
sustainability
highlights.
SOURCING
WITH TERRACYCLE
COTTON
95%
SUSTAINABLE
LAUNCHED WETSUIT
TAKE-BACK PROGRAMME
ENVIRONMENTALLY
PREFERRED LEATHER
MATERIALS IN
OUR RANGE.
4
COMPLETED
CARBON
FOOTPRINT
ASSESSMENT
CONTINUED
BUILDING ON
OUR B CORP
CERTIFICATION
LAUNCHED JACKET
MADE FROM RECYCLED
FLEECE MATERIAL WHICH
CAN BIODEGRADE BY
93.8% IN MODERN
LANDFILLS AT THE END
OF ITS LIFE.
3
COMPLETED
CARBON
FOOTPRINT
ASSESSMENT
WITH BCI
CO2
CO2
ZERO
CERTIFIED CARBON
CO2
MILLION
4
TREES PLANTED SINCE
THE COMPANY STARTED
MATERIALITY ASSESSMENT
COMMITTED TO LARGEST
SUSTAINABILITY LINKED
LOAN IN NEW ZEALAND
1
COMPLETED ESG
1. Committed to largest syndicated sustainability linked loan at time of signing2. Certified carbon zero under the Toitu CarbonZero programme for our operational footprint. Scope 1,2 and mandatory scope 3 emissions.
3. See https://www.kathmandu.co.nz/biofleece for information about the test methods used and the rates and extent of degradation.
4. Leather sourced from Leather Working Group tanneries a not-for-profit organisation responsible for a leading environmental certification for the leather manufacturing industry.
2
67

OUR PEOPLE,
OUR COMMUNITIES
CIRCULAR
BUSINESS MODELS
SCIENCE BASED
CLIMATE ACTION
• People-centred culture and workplaces
• Create group-wide diversity, equity and
inclusion (DEI) policies and targets
• Fair Labor Accreditation across all brands
• Develop best-in-class supply chain practices
• Design for circularity throughout our
value chain
• Target a zero waste supply chain
• Increase use of circular materials
Set group-level Science Based
Targets aligned with the Paris
Climate Agreement
Group ESG
focus areas.
WE ASPIRE TO BE A LEADER IN ESG,
TO DRIVE LONG-TERM VALUE.
Through an ESG materiality assessment we asked our
teams, community and shareholders what matters most.
Transparency and responsibility will continue to underpin
everything we do by managing our environmental and
social impact responsibly and ethically.
Massin River, Siargao Island, Philippines.
CO2
Investigating
what matters.
Our brands touch many people – and
it’s important that the work we do
aligns with what’s important to them.
This year, we brought in Drs Brian and
Mary Nattrass of Sustainability
Partners to conduct a group-wide ESG
materiality assessment – a review of
what’s important to the different
people who have a stake in our
company. This was also a chance to
align and focus our three brands on
sustainability and to help our journey
to achieve B Corp certification across
the group.
An ESG materiality assessment is the
process of identifying, refining and
assessing numerous potential
environmental, social and governance
issues that are most important to the
company and its stakeholders. The
assessment yields a condensed list of
topics that helps the company more
effectively focus its strategy, targets,
actions and reporting.
“It's a way of ground-truthing what
you are focusing on,” Mary says.
“Otherwise, you could go off chasing
things that the company doesn’t have
any impact on. When we ask ‘what is
material?’, we’re asking what matters
and who does it matter to.”
The process involves connecting to all
the people who have a stake in the
business – from employees to
shareholders to customers and
suppliers.
The assessment included an online
survey of more than 600 people and
in-depth interviews with around 100 of
those people.
We also conducted a point-of-sale
survey in Kathmandu and Rip Curl
stores in Australia and New Zealand
that invited customers to weigh in on
the environmental and social issues
that were important to them. In one
month, we received 53,191 responses
from this survey.
“We ask about environmental issues
and social issues and also leave space
for people to add other concerns that
we haven’t covered,” Brian explains.
“In parallel, we look at wider trends in
the ESG world.”
Brian points to changes in the
investment world. “Five years ago,
climate change was still on the
margin of concerns for the vast
majority of investment funds. But
now, the insurance industry is paying
out billions of dollars annually for
climate-related damages, while
banks and asset managers are
increasingly concerned about loans
and investments being impacted by
climate change. There are two key
areas of corporate concern. On one
hand are the environmental
vulnerabilities of a company,
particularly regarding climate
change, such as disruptions in its
supply chain, and on the other is
what is the impact of a company on
the environment, particularly how it is
impacting climate through its
greenhouse gas emissions.”
Another trend is around circularity
and circular design principles. “This is
the way that leaders in the field are
thinking about keeping waste out of
the system,” Brian says. “More and
more, people are coming to
understand that there is no throwing
waste away.”
A content analysis of all the surveys
and interviews saw certain issues rise
to the top. Plotting these according to
moderate, high and very high
priorities we were able to map out a
materiality matrix for the group.
Three core areas of focus emerged:
• Our people, our communities
• Science-based climate action
• Circular business models.
Group CEO Michael Daly says,
“Overriding those three focus areas is
a broader commitment to
transparency and accountability.
These things are key, but we didn’t see
them as a pillar because it’s a core
competency and something that I
think is expected of all corporates
these days.”
Michael says the assessment has
confirmed that the Best for the World
targets set last year by Kathmandu
are heading in the right direction.
“Now the challenge is to align all three
brands. We found that stakeholders
across all three brands care about the
same thing. These are the areas where
we need to focus and make progress
and measure. This assessment has
informed our group-level strategy and
helped us set goals, targets and
accountabilities.”
98

Cuban beach at sunset
New link between
sustainability and
finance.
In May this year, Kathmandu
®

Holdings Limited secured New
Zealand’s largest syndicated
sustainability linked loan. The A$100
million loan is tied to environmental,
social and governance (ESG) targets.
If the targets are hit, the interest rate
on the loan decreases.
Kathmandu Group Chief Financial
Officer Chris Kinraid says linking
borrowing to ESG targets helps make
sure that even the finance team has
skin in the game when it comes to
sustainability.
“A sustainability linked loan helps us
drive accountability internally. We set
targets that are aligned to our
strategy and then these are verified by
a third party to make sure we have set
sufficiently difficult targets,” Chris
says.
The Kathmandu loan was more
complex because it is a syndicated
loan, requiring cooperation from
seven different lenders.
Although sustainability linked funding
is new, Chris believes it is a growing
trend.
“This is only the start. Right now, it is
early adopters getting in on these
loans, but I can imagine that, in 10
years’ time, targets might be a
requirement for all funding.”
Kathmandu has set four targets
around emissions reductions, science-
based targets, supplier wellbeing and
achieving B Corp certification for Rip
Curl and Oboz.
“This loan helps improve our
transparency on these targets and
how easily we are able to achieve
them,” says Chris. “If we reduce our
costs by hitting the targets, we can
reinvest that money in new initiatives.
It’s a good process for the finance
department to be able to play a part
in achieving the Group’s sustainability
go als.”
Sustainability Linked
Loan targets.
CHRIS KINRAID
GROUP CHIEF FINANCIAL OFFICER
METRIC TYPEEXAMPLE
External sustainability certification or benchmarking• Group B Corp certification
• Group approved Science Based Target
Bespoke environmental and social metrics• Emissions reduction
• 100% of Tier 1 suppliers to be accountable to the group's Code of Conduct
• Increase in Tier 2 suppliers accountable to Code of Conduct and
monitored across the group
1110

Summit Club member Brando
hiking the Paparoa track.
1312

OUR JOURNEY
BEST FOR PEOPLE
BEST FOR THE PLANET
BEST IN PRACTICE
Best for the
world 2025
CONTINUED BUILDING
ON OUR B CORP
CERTIFICATION
COMPLETED ESG
MATERIALITY
ASSESSMENT
OUR PROGRESS THIS YEAR TOWARDS ACHIEVING
OUR 2025 SUSTAINABILITY GOALS.
CERTIFIED
CARBON ZERO
COMPLETED FIRST
MODERN SLAVERY
REPORT
LAUNCHED JACKET MADE
FROM RECYCLED FLEECE
MATERIAL WHICH CAN
BIODEGRADE BY 93.8% IN
MODERN LANDFILLS AT
THE END OF ITS LIFE
1
100% OF NEW
SUPPLIERS SCREENED
USING SOCIAL
CRITERIA
NEW COMMUNITY
PARTNERSHIPS
THAT ALIGN TO
OUR NEW
PURPOSE
MATERIAL
CHANGE INDEX
SCORE - LEVEL 4
2
PARTNERSHIP
WITH THE
RENEWAL
WORKSHOP
Our journey.
Ta matou rerenga.
The Pinnacles, Coromandel.
ZERO
CERTIFIED CARBON
COfi
4
MCI
Leading
Kathmandu CEO Reuben Casey
explains how the company’s new
brand purpose, mission and values
better reflect the company’s past
and vision for the future.
We’ve redefined our vision to be the
world’s most loved outdoor brand.
This speaks to our aspirations to be a
global brand but also about creating
an emotional connection with our
customers, with our team and with all
the people our brand touches.
Part of being a certified B Corp is
looking at how we can benefit
everyone that our brand comes in
contact with from suppliers to
customers.
Our new brand purpose is to improve
the wellbeing of the world through
the outdoors. Again, we look at how
we can achieve this at every touch
point – customers, team, supply chain
– and also how we can improve our
physical environment because that
also affects the wellbeing of the world.
This purpose resonates with our brand
heritage. All the way back to the days
of our “Live the dream” tagline,
Kathmandu has always been about
having fun in the outdoors, having a
go and travelling the world. This sets
us apart from elitist outdoor brands
that focus on achievement.
Research shows that spending time
outdoors is beneficial for our mental
and physical wellbeing, so our purpose
is about reminding people that nature
is good for them and removing
barriers to getting out there. I feel like
this is a purpose that people can
really get behind. It’s much bigger
than us.
We’ve also refined our values to three
simple words: courageous, joyful and
open. These replace a longer, more
clunky list of values that were quite
corporate and difficult to remember.
The new values are much clearer and
really resonate with our team.

Courageous is about doing the right
thing even when it’s hard. Courageous
also speaks to sustainability – looking
for solutions to more-sustainable
products and more-ethical supply
chain practices. It’s about having a go
and about taking risks, which is really
important in a creative organisation.
Joyful really acknowledges the
passion of our team. We love what we
do. We love each other’s company.
And especially for our store teams,
this is a value that guides our
interactions with customers because
you can really turn someone’s day
around by giving them a joyful
experience in store.
Open is about being open to diversity,
which is reflected in our Rainbow Tick
certification. We operate in a very
diverse society and our team is quite
diverse, so this value is about being
open to our differences and open to
new ideas.
These new values better reflect what
makes Kathmandu special and a
great place to work.
Our vision, purpose and values all fit
together to make up our why and our
focus point or North Star.
This spirit and attitude is reflected in
our latest brand campaign. They’re
also reflected in our new partnerships
with Beyond Blue and the Graeme
Dingle Foundation – organisations
that help people access the wellbeing
benefits of the outdoors.
Other things we’re doing around
carbon emissions and sustainable
materials also ladder up to that
purpose. It’s a useful framework for
setting goals.
Sometimes, this kind of brand work
feels pasted on as an aspirational
piece, but in our case, I feel like we’ve
finally got the words to reflect what’s
really happening here at Kathmandu.
I feel it adds authenticity and
meaning to the work we’re doing.
Our journey.
REUBEN CASEY
KATHMANDU CEO
1. See https://www.kathmandu.co.nz/biofleece for information about the test methods used and the rates and extent of degradation.
2. Level 4: Companies that are pioneering industry transformation.
GRI 102
GRI 103
1514

Our world.
New Zealand
Samoa
Ireland
Germany
Poland
Netherlands
Belgium
Greece
Austria
Ukraine
Macedonia
Turkey
South Korea
Iran
Lebanon
Israel
Malta
Italy
Spain
Portugal
France
England
India
Malaysia
Chile
Venezuela
Ecuador
Zimbabwe
Mexico
Honduras
Costa Rica
Fiji
Tonga
Nepal
Cambodia
Afghanistan
Argentina
Canada
China
Russia
Japan
Taiwan
Philippines
Vietnam
Thailand
Indonesia
Timor-Leste
South Africa
Sri Lanka
Australia
KEY
FACTORIES
COMMUNITY IMPACTS
53 NATIONALITIES
ACROSS OUR TEAM
MATERIALS SOURCING
OPERATIONS
91 TOTAL
China (62), Vietnam (17),
Indonesia (5), New Zealand (2),
Nepal (1), Italy (1), Spain (1),
Thailand (1), Israel (1)
This year we have partnered with
organisations who help people
experience the benefits of the
outdoors. Graeme Dingle
Foundation in New Zealand and
Beyond Blue in Australia.
Afghanistan, Argentina, Australia,
Austria, Bangladesh, Belgium, Brazil,
Canada, Cambodia, Chile, China,
Ecuador, England, Fiji, France, Germany,
Greece, Honduras, India, Indonesia,
Iran, Ireland, Italy, Japan, Lebanon,
Macedonia, Malaysia, Malta, Mexico,
Nepal, Netherlands, New Zealand,
Philippines, Poland, Portugal, Russia,
Samoa, Scotland, South Africa, Spain,
Sri Lanka, Taiwan, Thailand, Timor-
Leste, Tonga, Turkey, Ukraine,

United States, Venezuela, Vietnam,
Wales, Zambia, Zimbabwe
*This data is based on our biennial diversity
survey. The last survey took place in 2019.
New Zealand
48 stores
1 distribution centre
1 headquarters
Australia
112 stores
1 distribution centre
1 headquarters
China, Taiwan, Australia,
New Zealand, South Africa,
Germany, India, South Korea,
USA, Japan, Costa Rica,
Brazil, Thailand, Vietnam,
Italy, Indonesia.
USA
Scotland
Wales
GRI 102
Bangladesh
Brazil
1617

B CORP
Certified B Corporations
®

(B Corps™) are for-profit
companies that use the
power of business to build a
more inclusive and
sustainable economy.
OUTDOOR INDUSTRY
ASSOCIATION
We participated in OIA’s
Sustainability Working Group,
a collaborative platform of more
than 300 outdoor brands and
suppliers working together to
identify and implement better
business practices.
SUSTAINABLE APPAREL
COALITION
Membership of the SAC gives
us access to the Higg Index
modules. We’ve been using the
index since 2014, which
supports our sustainability
strategy. The index guides us
on the environmental and
social impacts of our products
and how we can improve.
BLUESIGN
®

Our bluesign
®
system
partnership supports our
chemicals management
programme, materials and
products so that they are
environmentally and
socially friendly.
ELEVATE
ELEVATE is our chosen
supply chain partner and
an industry leader in
sustainability, auditing and
improvement services.
FAIR LABOR ASSOCIATION
We became the first brand in
the southern hemisphere to
achieve FLA accreditation.
This verifies that our social
compliance programme in our
supply chain exceeds the most
stringent global standards.
CARBON DISCLOSURE
PROJECT
We submit an annual report to
the CDP, which supports our
carbon measurement and
reduction programme.
Our partners.
PRIDE PLEDGE
This year we partnered with
Pride Pledge, a public
commitment that all
LGBTTQ+ people should
have the freedom to be
safe, healthy and visible.
We will use our voice and
influence to support
visibility, safety, tolerance,
love, diversity and inclusion
for all LGBTTQ+ people.
RAINBOW TICK
We achieved Rainbow Tick
reaccreditation this year, which
demonstrates our commitment
to diversity and inclusion in the
workplace and creating a
supportive work environment for
our team members.
LEATHER WORKING GROUP
Our work with the LWG helps
us to assess the environmental
compliance and performance
capabilities of our tanneries
and to promote sustainable
and appropriate
environmental business
practices within the leather
industry.
CANOPY
We have been partners
with Canopy since 2016.
We work with them to use
our influence in our fabric
supply chain to protect the
world’s remaining ancient
and endangered forests
and endangered species
habitat.
RENEWAL WORKSHOP
This year we partnered with
The Renewal Workshop a
leading provider of circular
economy solutions for apparel
and textile brands. This is a
first of its kind partnership in
Australia and New Zealand,
created to address textile
waste in this way, with an aim
to provide solutions to reduce
textile waste and enable
circular principles in our
production.
TEXTILE EXCHANGE
Our membership with the
Textile Exchange supports
our materials strategy, and
we also participate in their
Preferred Fiber &
Benchmarking Programme.
BEYOND BLUE
This year we announced our
community partnership with
Beyond Blue. We work with
Beyond Blue to establish the
link between good mental
health and the outdoors,
encouraging people in
Australia to take positive steps
to look after their mental
health and get outdoors.
GRAEME DINGLE
FOUNDATION
This year we announced our
community partnership with
the Graeme Dingle
Foundation to establish a
connection between mental
wellbeing, personal growth
and the outdoors,
encouraging young people in
New Zealand to take positive
steps and get outdoors.
AUSTRALIAN PACKAGING
COVENANT ORGANISATION
We submit an annual report
and action plan to APCO,
which supports our
packaging and waste
strategy.














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.
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g
MEMBER
TOITU ENVIROCARE
Our membership with
Toitu Envirocare helps us
to measure, manage and
reduce our carbon footprint
through our annual
carbonzero certification.
GRI 102
1819

Our products.
Nga hua.
“It’s not about
being first or last
on the chart –
it’s more about
learning and
moving forward
as an industry.”
Tracking progress
on preferred
materials.
MANU RASTOGI
HEAD OF PRODUCT INNOVATION
AND PRODUCT SUSTAINABILITY
The Textile Exchange’s Material
Change Index is the largest peer-to-
peer comparison initiative in the
textile industry – tracking the
industry’s progress towards better
materials sourcing as well as
alignment with global efforts like the
Sustainable Development Goals and
the transition to a circular economy.
The Material Change Index helps
companies measure and manage the
materials they put into their product,
with the aim of reducing CO2

emissions from textile fibre and
material production by 45% by 2030.
“Between now and 2030, we need to
turn linear exploitative consumption
of natural resources into models that
are regenerative, circular and
inclusive,” the Textile Exchange says.
More than 191 global brands and
retailers – representing US$767 billion
in turnover – participated in the
programme this year. Each brand
voluntarily reports its work on
strategy, circularity and the
Sustainable Development Goals as
well as seven categories of materials
from cotton and polyester to wool
and down.
The results put companies into four
categories – 1 is developing, 2 is
establishing, 3 is maturing and 4 is
leading.
Kathmandu was one of 36 companies
that reached level 4 this year. The
Textile Industry says level 4 represents
“companies that are pioneering
industry transformation and scored
more than 75 of 100 possible points”.
Kathmandu also ranked in the top 10
by volume for responsible sourcing of
polyester, polyamide and wool.
Overall, scores increased this year by
17%, with circularity scores increasing
37% overall and 57% with outdoor
and sports companies. The report
says better material choices by brands
have saved 1.37 million tonnes of CO2,
28 billion megajoules of fossil fuel
energy and 643 billion litres of water.
Kathmandu Head of Product
Innovation and Product Sustainability
Manu Rastogi says, “We were one of
the founding members of the
benchmarking programme. This tool
has helped us develop insights and
strategies into areas for improvement.
It’s not about being first or last on the
chart – it’s more about learning and
moving forward as an industry.”
Cotton
100% sustainable cotton
Manmade Cellulosics
100% preferred materials
Polyester
Top 10 by volume
Wool
Top 10 by volume
Polyamide
Top 10 by volume
Down
100% RDS
3
MCI score
4
MCI
Leading
3
MCI score
4
MCI score
3
MCI score
3
MCI score
4
MCI score
Material
Change
Index
score
Level 4: Companies that are
pioneering industry
transformation
Close up of pelorus snap pull over
*500 ml bottles
GRI 301
36
MILLION
AND COUNTING
Using solution dyed polyester, PP,
nylon and recycled cotton, we
have saved more than 47 million
bottles
*
worth of water since 2017.
47
MILLION
AND COUNTING
36,034,178 plastic
bottles* recycled back
into products since we
started counting in 2015.
2021

Defining
circularity.
repair and resell used and overstocked
products. The partnership is another
step towards our goal of 2025
circularity goals.
Government intervention sought
for textile waste
Kathmandu was part of a group of
textile and clothing businesses calling
on the New Zealand Government to
better regulate waste for the industry.
Each New Zealander creates about
44kg of textile waste every year, which
means more than 220,000 tonnes of
textiles end up in our landfills.
A report, created by Usedfully Textile
Reuse Programme, listed
overconsumption and lack of onshore
recycling as some of the key problems
relating to the sector.
Recommendations included exploring
incentives to catalyse a circular
textiles economy as well as a ban on
all textiles from landfill.
Australian Circular Economy Hub
Kathmandu has started discussions to
see how it can contribute to the
Australian Circular Economy (ACE)
Hub. The organisation has a mission
to facilitate the transition to a circular
economy – a goal it says can only be
achieved with collaboration. The ACE
Hub is a platform for sharing
information and inspiration and for
celebrating the efforts of those who
are working towards this vital
transition.
WOOL
Kathmandu joins brands against
mulesing
Global animal welfare organisation
Four Paws has launched a campaign
for more ethical wool. It is fighting to
end the Australian practice of
mulesing – a painful procedure to
remove excess skin on a lamb’s
backside. As part of the campaign,
Four Paws has ranked 38 global
brands according to their actions on
this issue. Kathmandu achieved a gold
ranking for its 39% certified mulesing-
free wool and its commitment to
achieve 100% RWS (Responsible Wool
Standard) certified wool by 2025.
The Responsible Wool Standard is a
tool to ensure wool comes from farms
that have a progressive approach to
managing their land, practise holistic
respect for animal welfare of the
sheep and respect the five freedoms
of animal welfare.
Farms need to be certified to the
animal welfare, land management
and social modules of the RWS.
RWS GOAL
100
%
2025
32
%
2021
We have bold ESG targets to achieve
by 2025. One of them is to have 100%
of our products designed, developed
and manufactured using elements of
circularity principles.
The first step towards achieving this
goal is education. Until everyone on
our product team has a clear
understanding of circularity, we can’t
expect to embed the principles in our
product.
“A lot of definitions of circularity focus
on minimising waste,” says
Kathmandu Head of Product
Innovation and Product Sustainability
Manu Rastogi. “To me, that’s starting
from a negative mindset. It’s looking
at how we can do less bad, but we
would prefer to think about how we
can do more good.”
The product team education on
circularity looked at a range of
diagrams that attempt to explain the
difference between a linear system
that starts with extracting resources
and ends with the product being
discarded as waste and a circular
system where the resources stay
within a closed loop.
“There’s a misconception that the
circular economy is just recycling on
steroids. Recycling should be the last
resort. First, we need to see how we
can make more-durable products and
keep value closer to the user,” Manu
says.
The best model for circularity comes
from nature. “There is no waste in
nature. When a leaf falls from a tree,
it feeds the forest and helps the
ecosystem to thrive. We need to look
at how we can take inspiration from
this. It always starts with design –
design is the key to a circular
economy.”
The product team is encouraged to
form their own interpretation of
circular design. “There is no right or
wrong. Ideas need to come from
everyone. We need everyone to think
about what circularity means to them
and how they can implement that
into their own roles.”
Pelorus Biofleece
The Pelorus Biofleece, released this
year, represents the first step in our
journey towards designing for
circularity. The fabric, from PrimaLoft,
is made from 100% recycled fabric. At
the end of its life, this fabric degrades
by 93.8% (biodegradation in 646 days
under optimal conditions that may be
found in some biologically active
landfills).
With no textile recycling facilities,
New Zealand sends more than
220,000 tonnes of textile waste to
landfill each year and microplastics
continue to percolate in our oceans.
Despite this, the New Zealand
Government’s six priority waste
streams do not include textiles. While
we rally as an industry collective to
push for textile waste to be prioritised,
Biofleece is an interim solution that
doesn’t compromise on performance
or durability.
Each Biofleece garment uses a
minimum of 15 plastic bottles in its
production. This year, our Biofleece
products saved 336,326 bottles from
landfill. The fibres have been
optimised to be more appetising to
microbes, which break down the
fabric to natural elements like water,
CO
2
, methane, biomass and humus.
In tests, the PrimaLoft fabric almost
completely degraded in two years,
while standard polyester remains
completely intact.
If we don’t change the way we discard
plastics, 29 million tonnes of it will end
up in the ocean each year by 2040
1
.
“Recycling plastic bottles isn’t
enough,” says Manu. “We need to
rethink the problem of plastic waste.
Biofleece is just the beginning. This is
just the first step on our circularity
journey.”
Renewal Workshop partnership
In a first-of-its-kind partnership,
Kathmandu kicked off a circular
mapping project across Australia and
New Zealand with Renewal Workshop
this year. The aim is to establish a
renewal and recommerce programme
that aims to reduce the amount of
textiles that end up in landfill.
US-based Renewal Workshop has
worked with large global brands to
Summit Club member Sian in her
Heli Thermore jacket.
1 Reddy, S. and Lau, W. 2020. Breaking the plastic wave: a comprehensive assessment of pathways towards stopping ocean plastic pollution. PEW Charitable Trusts.
[29 September 2021]. Available from: https://www.pewtrusts.org/-/media/assets/2020/10/breakingtheplasticwave_mainreport.pdf
GRI 301
2322

Our footprint.
Ta matou tapuwae.
Carbon neutral
ahead of target.
“While this is huge for Kathmandu,
we’ll keep working towards our larger
goal of net zero environmental harm
by 2025,” says CEO Reuben Casey. “To
achieve this, we are currently setting
science-based targets aligned with
the Paris Climate Agreement. Our
sustainability-linked loans tie these
goals to our finance.”
Our carbon credits are issued and
certified by the internationally
recognised Gold Standard Foundation.
It supports projects in Australia and
China where Kathmandu has
operations and factories. It also
supports renewable energy
generation in India.
“These projects are special because
they deliver economic and social
benefits for communities as well as
mitigating environmental impact,”
Reuben says.
The Yarra Yarra Biodiversity Corridor
Project in Western Australia is located
at one of 35 global biodiversity
hotspots. The project aims to restore
a healthy functioning landscape after
decades of habitat loss and
degradation, which left 97% of
vegetation cleared for farming.
The vision is to plant trees and shrubs
that link patches of remaining
vegetation and nature reserves to
create a green corridor that preserves
the area’s unique threatened flora
and fauna.
SCOPE 3 STOCK TRANSPORT EMISSIONS
*2021 figures are pre-certified estimates. Previous year's carbon emissions reported were also pre-certified estimates and are now updated with final certified numbers,
aligned with our annual Toitu CarbonReduce and CarbonZero certifications. Scope 1 emissions are our direct emissions. Scope 2 emissions are our indirect purchased
electricity emissions. Scope 3 are our indirect value chain emissions, not included in Scope 2.
1. Boers, N. and Rypdal, M., 2021. Critical slowing down suggests that the western Greenland Ice Sheet is close to a tipping point. Proceedings of the National Academy
of Sciences, 118(21).
Kathmandu has been tracking its
carbon emissions for nearly a decade.
Despite strong global growth, we
have managed to reduce our scope 2
emissions by 22% on 2012 levels
through energy efficiency projects,
Green Star buildings and installing
solar power. The solar system at our
Blackburn store and Australian
Distribution Centre avioded 126
tonnes of CO2 last year.
We are also in the process of setting
science-based targets, which will
guide our reductions.
“Until we have large-scale alternatives
to fossil fuels, Kathmandu, like all
businesses, will continue to produce
emissions. Offsetting helps fund the
transition to a sustainable energy
economy,” says Reuben.
This year we saw significant
reductions in scope 2 emissions due to
the ongoing Covid-19 restrictions,
causing many of our stores to
intermittently close.
“We’ll keep
working towards
our larger goal
of net zero
environmental
harm by 2025.”
REUBEN CASEY
KATHMANDU CEO
The need for urgent transformative
action on climate change is clearer
than ever with research suggesting
that the Greenland ice sheet is on the
brink of a tipping point – a point that,
if crossed, could lead to a predicted 7
metres of sea-level rise across the
globe.
1

Kathmandu has set a target of being
carbon zero by 2025.
We reached our carbon-neutral target
four years ahead of schedule, after
offsetting our operational carbon
footprint through Toitu carbonzero
certification.
Two Summit Club members
enjoying a walk on the
Kaikoura coastline
GRI 305
GRI 306
OUR EMISSIONS
JOURNEY
*
2020
38.5
TONNES CO2e
2021
33.7
TONNES CO2e
2.9
TONNES CO2e
2019
40.8
TONNES CO2e
TOTAL SCOPE 2 EMISSIONS
TOTAL SCOPE 1 EMISSIONS
AUSNZUK
156,340492
2019
6,847
TONNES CO2e
SCOPE 2 AVERAGE
EMISSIONS PER STORE
5,8924505
2020
6,347
TONNES CO2e
2021*
5,395
TONNES CO2e
4,999
396
81.86 TONNES OF STOCK MOVED
994.47 TONNES CO
2
e
2151.13 TONNES OF STOCK MOVED2,535.92 TONNES OF STOCK MOVED
360.48 TONNES CO
2
e286 TONNES CO
2
e
2425

53%
PAPER
/ CARDBOARD
7%
P O LY B AG S
AND SHRINKWRAP
22%
CO-MINGLED
RECYCLING
18%
NON-RECYCLED
MATERIAL
Northland beach
at sunset.
Aiming for zero
waste to landfill.
Waste remains one of our main
environmental impacts. Our goal is to
send zero waste to landfill by 2025.
Currently, our biggest impacts are
from packaging and labels. This year,
we’ve been working hard to improve.
SOFT PLASTICS
Soft plastics recycling in our stores
has been a rollercoaster of a ride,
thanks to disruptions in global
recycling. In response, we turned our
attention to local recycling solutions.
We’re building back our soft plastics
recycling scheme in New Zealand,
with 20 stores now taking part.
Working with our New Zealand-based
partner Soft Plastics Recycling
Scheme, this waste is being recycled
into things like fence posts, buckets
and waterslides.
Last year, this scheme recycled
approximately 13.10 tonnes of plastic.
Another 23 New Zealand stores are
recycling soft plastics through other
waste providers, who send the
material offshore.
ONLINE COURIER BAGS
Last year, we set up a working group
to look at more-sustainable
alternatives to the plastic courier bags
we use to send out online orders. As a
result of this work, this year, we’ve
launched a new satchel made of 100%
post-consumer recycled plastic. The
satchels can be resealed so that any
customer returns can be sent back in
the same bag. At the end of their life,
the satchels can be recycled through
soft-plastic recycling schemes in New
Zealand and Australia.
LOOKING FORWARD
We are currently engaging suppliers to
record their environmental impacts
using the Higg Index self-assessment
tool. These insights will help us
understand where we can make a
difference in our supply chain and how
we can enable this change in
partnership with the factories that we
work with.
PACK AGING STR ATEGY
Our goal is 100% sustainable
packaging materials by 2025. To get
there, this year, we formulated our
packaging strategy.
The new packaging strategy has five
phases:
• Improve existing packaging.
• Collaborating with key suppliers.
• Industry collaboration.
• Consumer engagement.
• Data collection and assessment.
IMPROVING EXISTING PACKAGING
We are switching our online courier
bags to 100% recycled plastic content
and are investigating recycled content
for protective plastic polybags. We’re
switching to 100% recycled card for
our base layer boxes and swing tags
and bringing in paper string as an
alternative to plastic swing tag
fasteners.
COLLABORATING WITH KEY
SUPPLIERS
We will be looking for alternatives for
products that currently rely on
moulded plastic packaging. We’ll work
with packaging design specialist Avery
Dennison to design recycled
cardboard alternatives for many of
these products.
INDUSTRY COLLABORATION
Working with others, we can help to
shift the wider industry. We have
joined the Responsible Packaging
Movement, which has partnered with
5 Gyres and Canopy to find more-
sustainable packaging solutions.
CONSUMER ENGAGEMENT
In this phase, we’ll include recycling
labels on all packaging and educate
customers on how to recycle correctly.
DATA COLLECTION AND
ASSESSMENT
Our packaging performance is
currently measured by reporting to
the Australian Packaging Covenant
Organisation (APCO) and by our
reporting to B Corp.
STORE WASTE
BREAKDOWN
2726

Advocating for
modern slavery
legislation.
Brand work done over the last 12
months has helped as we move from
a retailer to a brand with a new
purpose that better aligns to our B
Corp certification. Together, these
shifts are changing the way we do
things. In our supply chain work, we’re
shifting the focus towards
collaboration and advocacy, playing
our part in a global movement using
business as a force for good.
Last year, we submitted our first
report under the 2018 Australian
Modern Slavery Act. The Act requires
companies to report on the risks of
modern slavery in their global supply
chains and how they are addressing
those risks.
This year, we've been working with the
New Zealand Government as it
develops a response to modern
slavery. Kathmandu Corporate Social
Response-ability Manager Gary Shaw
was invited to speak at Parliament
Buildings in March. He suggested
that there was a real opportunity for
New Zealand to lead the world by
framing our response positively rather
than negatively.
When you frame something in the
negative, it’s easy to create an
alliance that is based on fear and
anger. However this leads to the
mistaken belief that fighting against
modern slavery is something we can
win, says Gary.
Instead of fighting against slavery,
Gary suggests we create legislation
that addresses the full continuum of
modern slavery within the context of
the freedom and mana we already
embody. Therefore rather than a
Modern Slavery Act, Gary proposes
the Freedom Act of New Zealand, as
Our suppliers.
Nga kaiwhakarato.
legislation and policy that unites us as
a nation in a just and positive cause,
inspiring action and ultimately
creating optimism and hope.
“This is a new role for Kathmandu to
be advocating for freedom and
wellbeing at a government level, but
it falls naturally out of our mission as
a B Corp to be the best for the world
and our purpose of improving the
wellbeing of the world.
"The regenerative change that the
planet needs is only going to happen
if we can redefine what it means to
be successful in business. The typical
business model prioritises profit and is
based on the primacy of shareholders.
We are actively participating in the B
Corp movement and in a business
model that equally values profit,
people and planet.”
THE ADVANTAGE OF
COLLABORATION
Last year, Gary was invited to speak
at the Retail NZ Sustainability
Conference about redefining success
in business.
Following the conference, Deloitte
contacted us to explore the creation
of a group of New Zealand businesses
who meet to connect and collaborate
on issues related to sustainability and
meaningfully address the social and
environmental challenges facing us
all. For the last eight months, Deloitte
and Kathmandu have co-hosted The
Collaborative Advantage – a monthly
Zoom session for businesses around
New Zealand. They come together to
openly discuss a range of issues
related to ethical sourcing and
sustainable business practices,
including worker voice, stakeholder
engagement and supply chain
transparency. As part of our co-hosting
role, Kathmandu and Deloitte share our
own experiences and invite others from
businesses, government and civil society
to bring new tools and insights,
methodologies and mindsets.
We also invite those business
representatives present to participate in a
brief mindfulness practice. “The research
is clear that mindfulness can empower us
to approach challenges with a more open
mind, greater self-awareness,
compassion and creativity,” Gary says. “It
is not just changing our actions and what
we do that will make the difference but
our very mindset and how we see the
world and our potential contribution to
it.”
The number of businesses joining the
group continues to grow. “The social and
environmental challenges we’re facing are
much bigger than any one company can
meaningfully address on our own, so it’s
great to see direct competitors coming
together in this space to share their
imperfections and work together to
address them. It does rely on a willingness
to let go of our corporate egos and see
things very differently.”
One of Kathmandu's Tier 1
factories, TGI located in Vietnam.
GRI 407
GRI 408
GRI 409
GRI 412
GRI 414
2928

“Modern slavery
thrives in the
shadows because
of an outdated
approach towards
corporate
behaviour that
relies on naming
and shaming.”
New Code of
Conduct.
GARY SHAW
CORPORATE SOCIAL
RESPONSE-ABILITY MANAGER
All of our suppliers must agree to
abide by the conditions of our Code of
Conduct before we do business with
them. This year, we updated our Code
of Conduct together with Oboz and
Rip Curl.
While many businesses approach CSR
and sustainability with a compliance
focus and the goal of protecting their
brand, we put transparency as our
number one requirement. In other
words, we prioritise honesty about
what is actually happening in our
supplier partnerships and the impact
this is having on the workers. “We
would rather our suppliers share their
imperfections with us so we can
collaboratively seek to improve, than
provide fake data that suggests all is
well so we can tick a box,” says Gary.
The Kathmandu approach is to
encourage our suppliers to change
their mindset and approach so we can
collaboratively work together to
improve our shared businesses, the
lives of workers and our overall profits
as a result.
Transparency is also key in order to
meaningfully address modern slavery,
Gary says. “Modern slavery thrives in
the shadows because of an outdated
approach towards corporate
behaviour that relies on naming and
shaming. Unfortunately this only
drives destructive practices further
into the shadows. Rather than shame
businesses when they are open about
the challenges they are facing in
addressing slavery in their supply
chains, they need to be celebrated
and recognised for their courage in
doing so.”
Other changes to our Code of
Conduct include additions to the
environmental sections regarding
hazardous chemicals and waste as
well as including sexual orientation
and gender identity in our non-
discrimination requirements.
There is also a new clause on
responsible recruitment that is
designed to prevent workers from
paying a fee to be hired, which often
leads to modern slavery.
91
TIER 1 FACTORIES KATHMANDU
PARTNERS WITH
39
SUPPLIERS KATHMANDU
PARTNERS WITH
NEW SUPPLIERS SCREENED
USING SOCIAL CRITERIA
100
%
22
13
61
COPY REPORTS /
INTERNAL AUDITS
ELEVATE AUDITS
CORRECTIVE
ACTION PLANS
2
SUPPLIER'S EXITED
220
HOURS TRAINING STAFF
OUR SUPPLIERS
2021
7 audits delayed due
to the latest
COVID-19 outbreaks.
One of Kathmandu's Tier 1
factories, TGI located in Vietnam.
3031

Sustainability
Speaking series.
The effects of Covid-19 have been
catastrophic and far reaching, but it’s
presented us with a chance to build
something new – a better, more
sustainable future. The Kathmandu
Sustainability Speaking series was
launched last year to educate and
inspire our customers to live a more
sustainable life.
Through the series, Kathmandu was
able to connect our customers with
sustainability experts and enthusiasts
from around the globe to learn how
we can change our behaviour to help
the planet and its people. Ten
speakers covering subjects from
conservation and marine plastics to
urban beekeeping and mindfulness
were streamed live on our IGTV
channel and included a live Q&A. All
episodes are available online.
Featured speakers included Turia Pitt
discussing beekeeping, and
Kathmandu Corporate Social
Response-ability Manager Gary Shaw
covering modern day slavery. We
heard about sustainable farming from
Synlait Dairy Sustainability and Brand
Director Hamish Reid, Damon
Gameau talked about renewable
energy and Laura Wells spoke on
marine plastics.
SMALL CHANGE MAKES A BIG
DIFFERENCE
This year, we gave our customers a
simple, new way to make a difference.
By charging 40 cents for small paper
bags and 50 cents for large ones, we
were able to raise funds to plant trees
in New Zealand and Australia. We
donated more than NZ$35,000 to
Trees That Count and more than
AU$116,000 to Greening Australia.
PRODUCTS THAT GIVE BACK
We help customers become part of
our community partnership with our
Products That Give Back range. This
year, 100% of the proceeds from our
handmade Asian elephant decoration
helped Nepalese children access
better education with teacher
training and school supplies delivered
through the Himalayan Trust New
Zealand (HTNZ) and the Australian
Himalayan Foundation (AHF).
Continued sales of our Artist Series
Tee also benefited both organisations
with $5 from every shirt sold. These
organisations support communities in
Nepal to improve outcomes in
education in remote rural areas.
CUSTOMER HEALTH AND SAFETY
Kathmandu has practices that
safeguard the wellbeing of customers
when they are in store and while they
are using our products. Our aim is to
move away from any substances that
are potentially harmful to people or
the environment. When required,
instructions for safe use are provided
on product packaging. Any health
and safety-related incidents are
treated as high priority and
investigated. We take what we learn
to make changes and prevent these
incidents from happening again. Last
year, we had zero customer safety
incidents to report as a result of non
compliance against voluntary codes.
Team member Vina enjoys a quiet
moment on the New York city
subway while wearing her Epiq
Longline jacket and Khusi beanie.
CARE AND REPAIR
2,504
CUSTOMER PRODUCT REPAIRS
Our customers.
A matou kiritaki.
GRI 416
GRI 417
*A portion of these totals were in Australian dollars. These have been converted to New Zealand dollars
using the exchange rate provided by the Reserve Bank of Australia of 1.0465 on the 5/10/2021.
FUNDRAISING
WITH OUR
CUSTOMERS
$156,394
$48,498
$91,198
NZD*
NZD*
NZD*
TOTAL DONATED TO HTNZ & AHF
TOTAL DONATED TO HTNZ & AHFMONEY RAISED TO PLANT TREES
SHOPPING BAG PROCEEDS
ARTIST SERIES TEES
THE ELEPHANT THAT GIVES BACK
3233

Our community.
Ta matou hapori.
New purpose,
new partners.
As a brand, we did some soul
searching this year and have now
more clearly defined our brand
purpose to improve the wellbeing of
the world through the outdoors.
Science tells us that being outdoors is
transformative – it changes our brains
for the better. When we spend time
out there, our stress goes down, our
empathy goes up and we feel happier.
To help us fulfil our purpose, we’ve
partnered with organisations who
help people experience the benefits of
the outdoors.
AUSTRALIAN COMMUNITY PARTNER
We’re working with Beyond Blue to
challenge more Australians to get ‘out
there’ to improve their physical and
mental health. We’ve become the
official partner of #teambeyondblue
challenge events – a series of
fundraising walks, hikes and fun runs.
Kathmandu’s contribution will help to
fund the Beyond Blue Support Service,
which has seen a significant spike in
demand during the coronavirus
pandemic.
Kathmandu’s research of 1,000
Australians found that 43% spent one
hour or less in the outdoors each
week. A study of 20,000 people
published in the journal Nature found
people require at least 120 minutes in
green spaces to feel physical and
mental health benefits.
Kathmandu’s study found that people
who spent more than two hours in
nature were 50% more likely to report
high levels of happiness, creativity
and optimism and were twice as likely
to report high levels of energy.
The research also found 86% of
Australians wanted to spend more
time outdoors because it makes them
feel relaxed (39%), happy (20%),
refreshed (14%), free (11%) and
balanced (8%).
Beyond Blue CEO Georgie Harman
says, “Spending time enjoying
Australia’s great outdoors can have a
positive effect on our mental health,
so Beyond Blue’s partnership with
Kathmandu is a natural fit as we work
to support everyone in Australia to
achieve their best possible mental
health.”
NEW ZEALAND COMMUNITY
PARTNER
In New Zealand, our new purpose-
aligned partner is the Graeme Dingle
Foundation. Founded by world-leading
outdoor adventurer Sir Graeme Dingle
and Jo-anne Wilkinson, Lady Dingle
over 25 years ago the Foundation
aims to connect young people to the
outdoors. The Foundation runs school-
based programmes around the
country that use experiential learning
in the outdoors to help young people
build resilience, self-belief and
confidence to set goals and contribute
positively to society.
Kathmandu will support a series of
wilderness adventures, adventure
camps and activity days that will see
hundreds of young people become
empowered by spending time in New
Zealand’s stunning wilderness.
Graeme Dingle Foundation CEO Jenny
Stiles says, “We are thrilled to partner
with Kathmandu to help bring their
renewed purpose to life in Aotearoa.
By partnering with us, Kathmandu are
directly helping Rangatahi to take
part in outdoor activities through our
Project K and Stars programmes. This
partnership will enable us to connect
more young people with the outdoors,
building confidence and life skills,
promoting good health and improving
mental wellbeing.”
SYDNEY ZIPLINE
Our collaboration with Beyond Blue
was celebrated with a first-of-its kind
zipline event next to Sydney Harbour.
Kathmandu CEO Reuben Casey was
there. “A core part of Kathmandu’s
renewed purpose of improving the
wellbeing of the world through the
outdoors is to encourage more people
to feel the transformative power of
being out there in nature to live their
best life,” Reuben says.
“Kathmandu has always known that
the outdoors changes our brains for
the better. That means we act
differently. Nature makes us more
happy and open and free and fun. It’s
a beautiful truth that Kathmandu
wants to celebrate, and what better
way than partnering with Beyond Blue
– an organisation committed to
helping people achieve their best
possible mental health.”
Every dollar from the zipline was
matched by Kathmandu and went
directly to the Beyond Blue Support
Service, which is staffed by mental
health professionals who are ready to
provide free, immediate and
confidential counselling, advice and
referrals online or over the phone.
KATHMANDU COAST TO COAST
Each year, Kathmandu team
members are offered an opportunity
to apply for a sponsored entry in our
biggest New Zealand sponsorship
event – the iconic Kathmandu Coast
to Coast. In 2021, 18 New Zealand-
based team members successfully
applied to take part in the race.
WORKPLACE GIVING
At Kathmandu, we take social and
environmental responsibility to heart.
We want our team members to have
an opportunity to make regular
donations to our charity partners and
be a part of Kathmandu’s effort to
make real social and environmental
impacts.
Through our workplace giving we
are:
• bringing relief to communities in
the aftermath of natural disasters
• protecting the wilderness and
wildlife of our great country
• enabling life-changing
experiences for Kiwis through
outdoor pursuits.
Rangatahi enjoying one of the
Graeme Dingle Foundation trips
into the wilderness.
3534

We’re Kathmanduers.
We’re courageous,
joyful and open.
“This programme recognises the
professional skills our teams gain
through their retail roles and provides
them with nationally recognised
qualifications they can take with them
through their career,” says
Kathmandu Capability and Diversity
Manager Kelly Hopkins.
This year, we established a strategic
partnership with Torrens University in
Australia. Kathmandu is the industry
endorser of the Torrens University
Leadership Essentials Digital Badge,
and together we have developed a
qualification pathway for our
Australian retail teams that will be
available in the next few months.
Our Gear Up Curriculum supports the
development of core skills and
competencies across our support
offices and distribution centres,
including critical thinking, influence
skills and change leadership.
Kathmanduers work with their
managers to identify development
objectives and create an individual
plan from the curriculum and annual
training calendar.
A JOURNEY OF RESILIENCE AND
WELLBEING
In 2021, our team’s journey has meant
being resilient and agile and operating
outside of our comfort zones in an
environment of ongoing change and
uncertainty. Our people strategy and
focus has been to provide as much
certainty and security to our teams
and recognise and repond to the
professional and personal impacts of
the COVID-19 pandemic. Resilience,
wellbeing and kindness (to ourselves
and others) have been key themes
through 2021.
All team members across our two
support offices now split their time
between the office and remote
working. “Friyays” have enabled many
to either reduce their hours or
condense them between Monday and
Thursday for a longer weekend.
MORE THAN EVER, WE’RE OPEN TO
LEARNING AND GROWING
Kathmanduers love to learn – and
2021 was no exception. Our teams
were inspired to work on their personal
and professional development this
year in and out of lockdown, resulting
in more Kathmanduers than ever
taking up learning opportunities.
Working with our learning partners,
we were able to make more options
available more widely.
We continued to work with our
training partner Service IQ to provide
a development pathway consisting of
four nationally recognised
qualifications for our New Zealand
teams. These are the New Zealand
Certificate in Retail Levels 3 and 4 and
the New Zealand Certificate in
Business Levels 3 and 4. Since
launching this programme in 2018, 52
Kathmanduers have completed a
qualification, with 19 of these being
achieved this year and an additional
22 team members starting a
qualification in FY21.
Our team.
Ta matou ranga.
Ka maia,
ka manahau,
ka makohakoha matou.
“This programme
recognises the
professional skills
our teams gain
through their
retail roles and
provides them
with nationally
recognised
qualifications
they can take
with them
through their
c a r e e r.”
KELLY HOPKINS
KATHMANDU CAPABILITY
AND DIVERSITY MANAGER
Working with our partner the New
Zealand Institute of Management and
Leadership, we were able to begin
offering classroom-based courses
remotely via Zoom this year. This
allowed us to extend more
opportunities to our Melbourne-based
teams and enable them to continue
learning when under lockdown or
capacity restrictions.
We were able to offer specialist
development for our marketing team
this year through our partnership with
the Association for Data-driven
Marketing and Advertising – 16
Kathmandu marketers completed a
marketing mini-MBA in FY21, and nine
participated in other specialised
marketing masterclasses.
Summit Club member Sharmali
and friends enjoying the view in
coastal New South Wales.
GRI 404
GRI 405
3637

Qualifications
fuel growth.
OUR TEAM
New Zealand Certificate training has
helped Caitlin Tam grow from sales
advisor to store manager.
Caitlin began her Kathmandu career
in 2016 as a sales advisor.
“When I started, training resources
were largely about product knowledge
and customer service. I moved into a
third-in-charge role a year later, where
there was more focus on team
building. A year after that, I moved
into an assistant manager role,”
Caitlin says. “Now, I’m the store
manager in Dunedin.”
When the opportunity to work
towards retail and business
qualifications rolled out, Caitlin
jumped at the chance.
“I wanted to complete the
qualifications pathway because I
believe that no matter how much
experience and knowledge you have
there’s always more to learn and
something to improve on,” Caitlin
says. “I saw it as a way to become
better at my role and to better
support the Queenstown team and
the business as a whole.”
The retail and business NZQA
qualifications require learners to
provide evidence and understanding
across a variety of topics “Topics
varied from administration and record
keeping, profit and loss to stock
control and visual merchandising,”
Caitlin says. “The content matched
my role and responsibilities so much
so that a lot of the evidence I
submitted was from things I do on a
daily basis."
Reflecting on her journey, Caitlin says,
“I’ve been given so many
opportunities to grow and learn with
Kathmandu, and I’m so grateful to
work for an employer who sees the
value of investing in their team from
the start.”
CELEBRATING OUR RAINBOW
INCLUSIVITY
Last year, Kathmandu celebrated
receiving the Rainbow Tick
certification in New Zealand for
embracing diversity and cultivating an
inclusive workplace. This year, we were
recognised with a New Zealand
Rainbow Excellence Award.
The annual awards bring together
organisations striving to improve
diversity and inclusion for all LGBTTQI+
people and celebrate the progress and
achievements being made across
Aotearoa New Zealand.
At the award ceremony in October
2020, Kathmandu received the
Simpson Grierson Impact Award for
our internal trans visibility and
awareness programmes and support.
GEAR UP 2021
17228601
IN HOUSE
GEAR UP COURSES
GEAR UP SEATSNEW TEAM MEMBERS
INDUCTED
HOURS OF TRAININGHOURS OF TRAINING
Awards director Martin King says,
“The calibre of entries for the 2020
awards was exceptional. It truly
showcases the increasing number of
New Zealand organisations
understanding the importance and
value of welcoming sexual and gender
diversity. We spend most of our
waking lives at work, so creating safe,
inclusive workplaces continues to be
more important than ever.”
Kathmandu was also proud to be a
finalist in the Deloitte Top 200 under
the diversity and inclusion in
leadership category. Judge Scott
Pickering says, “Kathmandu is working
hard to build rainbow community
inclusion and celebration. There has
been great buy-in and engagement,
and the programme has been
supported by senior leaders, which
has resulted in a clear shift in culture.
This has been a groundbreaking
programme in the rainbow
community.”
KATHMANDU KAMPUS
ONLINE AVERAGE HOURS
TRAINING
FEMALEMALE
KATHMANDU KAMPUS ONLINE
COURSES COMPLETED
4.25
AVERAGE HOURS
OF TRAINING
13.7
40,320
13.415.3
Team member Caitlin poses for a
photo on the View of Views track.
3938

Values in action.
Summit Club members dune
surfing in Byron Bay.
Open
This value is about being open to
differences, to growing as
individuals and listening to all. This
year, more Kathmanduers than
ever before took up learning
opportunities. We also won a
Rainbow Excellence Award -
recognition of our internal trans
visibility and awareness
programmes. We were a finalist in
the Deloitte Top 200 award in the
diversity and inclusion leadership
category.
Joyful
Kathmandu’s new values and
purpose put wellbeing and mental
health front and centre. This year,
we developed a partnership with
Beyond Blue in Australia and the
Graeme Dingle Foundation in New
Zealand. These partnerships allow
us to support people to better their
mental health, to get outdoors and
to share in the joyfulness that this
brings.
Courageous
This year we launched our Pelorus
Biofleece. This was a courageous
first step in the journey towards our
goal of having 100% of our products
designed, developed and
manufactured using elements of
circularity principles.
We champion human rights and
fight modern slavery. This year, we
established a new Code of Conduct
that makes transparency the
number one requirement.
Courageous,
joyful, open
Our new brand values are
courageous, joyful and open. These
values are not just words. They are
expressed by our team in their work
and actions. Here’s some examples
of our values in action this year.
Ka maia, ka manahau,
ka makohakoha matou.
Values in action.
O matou uara e ora nei.
4041

The Oboz Big Sky II collection
finds it's home in the ranch
lands of Montana.
4342

Our journey.
AMY BECK
PRESIDENT, OBOZ
OBOZ PRESIDENT AMY BECK LOOKS
BACK ON A YEAR OF
GROUNDWORK AND PLANNING.
This year, the Oboz journey was about
taking steps towards B Corp
certification, embarking on our first-
ever materiality assessment and our
first carbon footprint audit.
This work helps us understand where
we have the most impact and where
we need to focus our improvements –
knowledge that will become the basis
for our first proper sustainability
strategy.
B Corp certification requires us to
score at least 80 points on the self-
assessment. In our first pass, we
scored 56 points and identified many
things we can do to improve. Over the
next 12 months, we aim to work
aggressively to surpass the 80-point
minimum requirement.
Becoming a certified B Corp is an
important step in our journey. Not
only does it provide us a filter through
which to make business decisions, it
helps us look at all the facets of doing
business through a more intentional
lens – from how we travel to the way
we utilise resources. We’ve always
been innovative in building products,
and now we are innovating the way
we act.
Our first materiality assessment was
completed this year with global
experts Drs. Brian and Mary Nattrass
of Sustainability Partners. We quickly
realised this process provided us a
deep understanding of what issues
are most important to our brand and
the people who are impacted by our
actions.
We learned that our customers and
retailers care a lot about climate
change, social justice and corporate
social responsibility. It was great to
find that Oboz is seen as a leader in
this space. Even though we are a
small brand, we have the ability to
make a big difference, and that is very
empowering for us as a team.
In fact, Oboz sustainability work is
assessed each year by major retail
partner REI. We scored well this year,
especially in areas related to core
practices, chemical management and
packaging.
All of this work has helped us narrow
in on the big impact items where we
can really make a difference – climate
and carbon reduction are the issues
that rushed to the top. We’ve been
addressing these issues since our
beginning, but now we are able to go
deeper and build a plan, which
creates more intentional action.
We engaged sustainability consultant
Chris Enlow to help us put together
our three-year plan. He led our team
through sustainability training,
helping us to better understand B
Corp and carbon measurement.
What has become most clear is that
our team is passionate about
sustainability – every single person
included these measures in their key
performance indicators. The next step
is to give them the knowledge and
tools to make a difference.
OUR JOURNEY
Despite the challenges of the past
year, we’ve hired 12 new people,
bringing our workforce to 57%
women.
I’m really excited for the future at
Oboz. We’ve laid the groundwork for
big strides in the coming years – from
how we treat each other and our
partners to our impact on climate
change and the world.
Because if we don’t have the
outdoors – wild places, public lands
and water – then we don’t have a
mission and we’ve got nothing to
fight for.
Our journey.
Oboz's insulated
footwear allows for
comfort year-round.
GRI 102
GRI 103
4544

Our world.
New Zealand
Germany
UK
Canada
China
Japan
Taiwan
Vietnam
Australia
KEY
FACTORIES
COMMUNITY
SPONSORSHIPS
4 NATIONALITIES
ACROSS OUR TEAM
MATERIALS SOURCING
OPERATIONS
3 TOTAL
Vietnam – 3
Through Over 50 Outside
campaign, in partnership with
Outdoor Research and Osprey,
sponsoring 150 women over the
age of 50 who are passionate
about the outdoors to
participate in the 52 Hike
Challenge; supported by In
Solidarity Project
Canada, United States,

Vietnam, Taiwan
United States of America,

New Zealand, Australia,
United Kingdom, Taiwan,
Canada, Japan
China, Taiwan, Vietnam,
United States
USA
GRI 102
4647

GRI 102
Our
partners.
LEATHER WORKING GROUP
Leather Working Group is a
not-for-profit organisation
responsible for the world's
leading environmental
certification for the leather
manufacturing industry. LWG
aims to promote sustainable
business practices and create
alignment on environmental
priorities throughout the
industry as a whole. More than
95% of the leather used in our
products comes from LWG-
certified tanneries.
REPREVE
REPREVE
®
is the world's
number one brand of recycled
performance fibre. Its high-
quality fibres are made from
100% recycled materials,
including post-consumer
plastic bottles and pre-
consumer waste. They are also
certified and traceable. Oboz
incorporates REPREVE fibres
into the laces of our Bozeman
and Sypes collections.
CONSERVATION ALLIANCE
The Conservation Alliance
harnesses the collective power
of business and outdoor
communities to fund and
advocate for the protection of
North America’s wild places.
CEO Amy Beck sits on the
board, and we provide
financial support.
BLACK FOLKS CAMP TOO
A marketing-driven business
whose mission is to increase
diversity in the outdoor
industry by removing
generational fear, adding
knowledge, and getting more
Black folks outside.
PRIMALOFT BIO
PrimaLoft
®
Bio™ brings a new approach to
sustainability without compromising
industry-leading performance and comfort.
This innovation lies within the makeup of the
fibres, which led to the creation of both the
world’s first biodegradable, 100% recycled,
synthetic insulation and fabric.
We introduced six styles featuring PrimaLoft
Bio this year with more to come.
TREES FOR THE FUTURE
Trees for the Future’s mission is
to end hunger and poverty by
training farmers to regenerate
their land, giving families the
ability to transition from
unsustainable farming
techniques to a forest garden
system. Through TFTF, we plant
a tree for every pair of
footwear sold. Since 2007, we
have planted 4 million trees.
IN SOLIDARITY
In Solidarity brings the outdoor
industry together to build a
more inclusive future, working
closely with industry partners
to facilitate and lead DEI-
focused consulting projects
and speaking engagements.
WILD MONTANA
Wild Montana envisions a
Montana where people and
wildlife flourish because public
lands and waters are wild and
connected. Since 1958, Wild
Montana has been uniting and
mobilizing people across
Montana, creating and growing
a conservation movement
around a shared love of wild
public lands and waters.
YELLOWSTONE FOREVER
Official nonprofit partner of
Yellowstone National Park.
YF connects people to
Yellowstone National Park
through outstanding visitor
experiences and educational
programs, and translates those
experiences into lifelong
support and philanthropic
investment to conserve and
enhance the park for the
future.
OIA
We participate in OIA’s
Sustainability Working Group —
a collaborative platform of
more than 300 outdoor brands
and suppliers working together
to identify and implement
better business practices.
MOUNT WASHINGTON
OBSERVATORY
Mount Washington
Observatory is a private,
nonprofit, member-supported
institution with a mission to
advance understanding of the
natural systems that create
Earth’s weather and climate.
THE TRAVELING SCHOOL
The Traveling School envisions
a world where strong,
compassionate female leaders
build an equitable and
sustainable global community,
providing a place-based
semester program for high
school girls that amplifies
female voices through
transformative education to
ignite positive change.
CAMBER
Camber Outdoors is a national
non-profit supporting
workplace inclusion, equity,
and diversity in the active
outdoor industries. We are a
Corporate Partner for Camber.
GALLATIN VALLEY LAND
TRUST
GVLT works to connect people,
communities, and open lands
through conservation of
working farms and ranches,
healthy rivers, and wildlife
habitat, and the creation of
trails in the Montana
headwaters of the Missouri
and Upper Yellowstone Rivers.
BLOOM
Bloom transforms green water
into clean water to make
performance foams. Bloom
foam is created by replacing a
percentage of plastic polymer
in conventional EVA with
repurposed algae biomass
harvested from freshwater
sources. Oboz incorporates
Bloom’s foam into the
footbeds of our Bozeman and
Sypes collections.
LIVE FROM THE DIVIDE
Live From The Divide celebrates
the American songwriter and
gives voice to the honest
experiences of visionary artists.
Oboz and LFTD share like-
minded values, a passion for
adventure, arts and creativity,
and a love for the wild places
we call home.
4849

Three pillars of
sustainability.
This year, we continued progress
across our three pillars of product
sustainability – durability, materials
and process. We are on the path to
becoming a certified B corp, which
has helped us align efforts across the
company and put more data around
the work we’re already doing.
Dara McDevitt joined the company as
Product Line Manager. She will also be
the sustainability lead for the product
team.
Oboz Director of Product
Merchandising and Development, Dan
Wehunt says the B Corp certification
process felt a little daunting at first,
but is achievable. “The B Corp mission
gives our work greater meaning. If we
can make better product with less
impact, it makes it even more
enjoyable to go to work each day.”
Dan says carbon emissions will be a
big driver of future decisions. We’ll be
using the Higg Index to measure our
impact across all the materials we
use.
DURABILITY
Durability remains a core pillar of our
sustainable product work.
This year, we’ve increased our field
and lab testing to help identify
problems early on in the product
development phase. We work with
two labs that test for wear and tear
and other issues. Specially designed
machines put shoes through rigorous
tests to look for weak points in the
construction.
“These tests inform a lot of the
decisions we make,” says Dara.
Durability is also a factor in material
choice.
“We look closely at the paradigm
between sustainable materials and
durable materials,” says Dan. “If we
sacrifice on durability, then the
products just end up in the same
waste stream. If we choose a recycled
material, it needs to perform as well
as non-recycled.”
MATERIALS
This year, we introduced PrimaLoft
®

Bio
™
to our range. This 100% recycled
synthetic is biodegradable under
certain conditions – fibres reach near
complete biodegradation in under
two years, while standard polyester
remains completely intact. We
introduced six styles featuring
PrimaLoft Bio this year with more to
come.
Dara says, “Part of choosing
PrimaLoft Bio is wanting to invest in
partners and technology that are
making big innovations in materials.
That’s important to keep momentum
going on sustainable materials.”
The Textile Exchange’s Global Recycled
Standard (GRS) helps us to verify
sustainability claims of recycled
materials. We’ve been implementing
GRS-certified webbing and laces
across all styles in our range.
Repreve
®
recycled polyester is
replacing more and more of our virgin
polyester across the range.
BLOOM algae-based foam is made by
cleaning up toxic algae from
waterways. Last year, we introduced
BLOOM into the insoles of our
Bozeman collection. Next year, we'll
begin to use BLOOM in the midsoles
of a specific range of new styles. Each
insole helps to clean waterways and
sequester carbon.
Our products.
“The big picture in our sustainability
plan is to innovate on biobased
materials and biodegradable materials.
We know that rubber and leather have
the highest impact in our products, so
we’re looking for alternatives to these,”
Dan says. “Our aim is to develop and
commercialise at least one hiking and
one lifestyle product that incorporates
a certain level of biobased materials.”
We’ll also be using tools like the Higg
Index to develop better metrics for
understanding the impact of each
product as a benchmark to improve
from.
PROCESS
This year, we’ve adopted a restricted
substances approach to chemical
management.
“The aim is to identify harmful
chemicals and begin to eliminate them
from our processes,” Dara says. “We
have a restricted substance list from
Kathmandu that we are adapting to
make more specific to footwear.”
We’re reducing waste in our product
development process by using 3D
modelling. “We’ve been able to cut out
a full sample round from our process,
which saves on the materials, resources
and shipping of 500–700 pairs per year.
It also allows us to be closer to market
and make more trend-relevant
decisions," Dan says.
As part of our involvement in the
Leather Working Group, we continue to
work towards improvements in water
conservation and chemical
management together with tanneries.
Last year, at least 95% of our leather
orders were sourced from
environmentally-preferred tanneries,
certified by the Leather Working Group.
CARE AND REPAIR
3,2503,117
LACES REPLACEDREPLACEMENT SHOES
UNDER THE TRUE
GUARANTEE WARRANTY
PROGRAMME
“Last year, at
least 95% of our
leather orders
were sourced from
environmentally-
preferred
tanneries, certified
by the Leather
Working Group."
DARA MCDEVITT
PRODUCT LINE MANAGER
GRI 301
5150

Our footprint.
Measuring our
carbon footprint.
We took our carbon accounting to
the next level this year as we
participated in a group-wide
measurement with Toitu Envirocare,
a New Zealand-based company
helping businesses reduce their
carbon footprint and be more
sustainable.
We measured our operational
emissions under the internationally
recognised GHG Protocol standard
for carbon footprints, including
freight transportation, business
travel, fuel and electricity, and
waste.
The Toitu carbonzero programme
guides us on what emissions to
document and how. It then helps us
determine the most appropriate
reduction options based on climate
science.
Science-based targets provide a
clearly defined pathway for Oboz to
reduce our greenhouse gas
emissions, helping prevent the worst
impacts of climate change and
future-proof our business. Targets
are considered science-based if they
are in line with what the latest
climate science deems necessary to
meet the goals of the Paris
Agreement.
After measuring and reducing our
footprint, we offset the remaining
unavoidable emissions with carbon
credits to create a net-zero
emissions balance.
The impacts of Covid-19 created a
few carbon benefits such as less
travel for our team, but there were
also some drawbacks. Supply chain
disruptions and late deliveries
meant we had to use air freight,
which accounted for 90% of the
emissions we measured this year.
The work with Toitu has given us a
better picture of our greenhouse
gas emissions profile.
The next steps in reducing our
greenhouse gas emissions will
address our supply chain, the
materials we use and how we ship
our products, as well as how we
achieve zero waste at our head
office in Bozeman, Montana. For
example, we plan to use the Higg
Index, a suite of tools for measuring
supply chain sustainability, to
capture the full impact on our
products.
We’ll set short-term and long-term
goals for carbon reduction that
align to the goals of the Paris
Agreement.
OUR EMISSIONS
JOURNEY
Local Montana mountains
provide the inspiration for the
Oboz brand and product lines.
TOTAL SCOPE 1 EMISSIONS
2021
1 9. 7 3
TONNES CO2e
TOTAL SCOPE 2 EMISSIONS
2021
10.56
TONNES CO2e
2021 figures are pre-certified emissions. Emissions are aligned with the Greenhouse Gas Protocol for Corporate Accounting and Reporting. Scope
1 emissions are our direct emissions. Scope 2 emissions are our indirect purchased electricity emissions. Scope 3 are our indirect value chain
emissions, not included in Scope 2. Road freight includes all freight from Vietnam factory to Vietnam port; port/airport in Los Angles, California
to DC in Fontana, California; outbound from DC in Fontana, California to retail accounts; postage from office in Bozeman, Montana; and
e-commerce from DC in Fontana, California to consumers.
GRI 305
GRI 306
TOTAL MEASURED ELECTRICITY EMISSIONS
2017
250
TONNES CO2e
2018
479
TONNES CO2e
2019
493
TONNES CO2e
At Oboz we measure our total electricity emissions by calendar year.
USA
SCOPE 3 FOOTWEAR TRANSPORT EMISSIONS
227.2 TONNES OF FOOTWEAR MOVED
3,420 TONNES CO
2
e
556.3 TONNES OF FOOTWEAR MOVED1,843.8 TONNES OF FOOTWEAR MOVED
288 TONNES CO
2
e66.2 TONNES CO
2
e
5253

Three-year strategy
and action plan
in place.
The materiality assessment we
undertook this year confirms that our
consumers, factory partners and
retailers care a great deal about how
we treat the people and communities
our brand interacts with. A materiality
assessment is a great tool to help
identify an organisation’s most
important aspects of environmental
and social issues to inform strategy
and actions.
This year, we developed a three-year
strategy that includes actions for
managing human rights in our supply
chain that aligns with our ambitions
to become B Corp certified and Fair
Labor Association accredited.
We’re fortunate that we can draw
from the world-leading supply chain
work done at our sister company
Kathmandu. Kathmandu Corporate
Social Response-ability Manager Gary
Shaw, has full oversight on our CSR
programme, and Oboz falls within its
structure.
One of our goals is to use the Higg
Facility Environment Module (FEM) to
track supplier performance and set
improvement targets on waste, water,
energy and chemicals. The Higg FEM
helps suppliers identify areas where
they can improve. Our aim is to have
this in place for all our factory
partners and the most important
material suppliers by 2024.
We want to achieve zero waste to
landfill at our distribution centre
managed by NRI Logistics. We’ll do
this by partnering with other
customers at the distribution centre in
Fontana, California.
We’ve updated our supplier Code of
Conduct to align with Kathmandu
Holdings and introduced it to our
three footwear factory partners.
We’ll continue to monitor, audit and
implement corrective action with
suppliers in line with the new Code of
Conduct and forced labour
declaration. Our work with Elevate, an
industry leader in sustainability and
supply chain services, will facilitate
this.
We’ll build on the foundation of
Kathmandu's CSR programme
through annual action items,
milestones and train-the-trainer
programmes based on the Fair Labor
Association’s 10 principles.
In addition, we want to extend our
work into the communities of our
suppliers. We’re planning worker
wellbeing or engagement training
programmes focused on women at
our footwear factories in partnership
with local NGOs.
This year, we invested in local staff to
improve the footwear development
process together with factory
partners in Vietnam. They are experts
in footwear development, quality
assurance and pricing. These
employees allow us to directly support
work processes on-site at factories so
we can build a partnership-based
approach to sourcing.
FREEDOM OF ASSOCIATION
Two of our three factories in Vietnam
have trade unions and collective
bargaining agreements in place.
However, due to cultural influences
and the style of government, the true
extent to which they can exercise
democratic freedom and change is
sometimes unclear and remains a risk.
To address this, we’ve included new
auditing checkpoints under forced
labour and migrant workers.
NUMBER OF
FACTORIES
NUMBER OF
MATERIAL
SUPPLIERS
TOTAL AUDITS
CORRECTIVE
ACTION PLANS
NEW FACTORY
SCREENED
HOURS
TRAINING STAFF
39
3
*
43
1
70
3
OUR SUPPLIERS
2021
* Our three factories were audited in 2019 and
corrective action plans were issued to each of
them to be worked through in 2020-2021. They
are scheduled to be audited again in 2021 as
part of our biennial auditing process.
Our suppliers.
GRI 407
GRI 408
GRI 409
GRI 412
GRI 414
5554

Finding new ways
to engage with
our customers.
OVER 50 OUTSIDE
This year, we launched a campaign
with Osprey and Outdoor Research in
collaboration with 52 Hike Challenge
and In Solidarity to bring together
women over the age of 50 who are
passionate about the outdoors.
Together, the three brands are
sponsoring 150 women to receive the
52 Hike Challenge Ultimate Package,
as well as monthly inspirational check-
ins and gear advice from the brands
and their partners.
“The aim is to create a community of
women of all skill levels and to help
them build confidence on the trail,”
says Oboz Marketing Manager Regan
Betts. “The goal of the programme is
that these communities help remove
barriers for women of all ages and
sizes and backgrounds to be active in
the outdoors.”
By collaborating with other brands,
we’re able to have a wider reach and
build a larger community. We joined
forces recently on a photo shoot to
create more-inclusive imagery for this
audience. All of this works towards
the goal of increased access to
outdoor trails.
REMOVING CARBON WITH EVERY
PURCHASE
We’ve partnered with Stripe Climate
on our new customer website to
contribute 1% of each purchase to
remove CO2 from the atmosphere.
The donation is automatic and makes
it even easier for our customers to
affect positive change through a
simple purchase. Remember, we’re
also planting one tree for every pair of
footwear sold.
To prevent the most catastrophic
effects of climate change, we will
need to both radically reduce
emissions and remove carbon from
the atmosphere.
Stripe works with a multidisciplinary
group of scientific experts to find and
evaluate the most promising carbon
removal technologies. Some of the
latest projects include Seachange,
which uses an experimental
electrochemical process to sequester
CO2 in seawater as carbonates, an
inert material comparable to
seashells. Another project, Running
Tide, removes carbon by growing kelp
in the open ocean.
CUSTOMER HEALTH AND SAFETY
Oboz takes customer health and
safety seriously. Any health and
safety-related incidents are treated as
high priority and investigated
accordingly with the appropriate
corrective action to prevent
reoccurrence. We have not identified
any non-compliance with regulations
and/or voluntary codes.
Our customers.
Over 50 Outside motivates and
empowers women by building
confidence and well-being by
getting out on the trails.
GRI 416
5657

$9,000
GIVEN TO GALLATIN VALLEY LAND
TRUST FOR THE PURCHASE OF A
KEY PUBLIC ACCESS SITE.
$20,000
TO HELP PROTECT, PRESERVE
AND ENHANCE YELLOWSTONE
NATIONAL PARK THROUGH
EDUCATION AND
PHILANTHROPY
YELLOWSTONE FOREVER
150
$25,000
TO SUPPORT SONGWRITERS
WITH LIVE FROM THE DIVIDE
COMMUNITY
BY THE NUMBERS
TREES FOR THE FUTURE
JUST SURPASSED PLANTING
4
MILLION
OBOZ TRAIL EXPERIENCE – TRAIL
CHALLENGE EVENTS IN SEVEN
MARKETS IN 2021
SUPPORTING
WOMEN OVER AGE
50 IN OUR OVER 50
OUTSIDE CAMPAIGN
Our community.
“Treat everyone,
everywhere,
e qu all y.”
BLACK FOLKS CAMP TOO
UNITY BLAZE MESSAGE
Oboz plants a tree for every pair
of shoes or insoles sold.
USD
USD
USD
Helping people
find their trail.
Our community work is framed
around our True to the Trail brand
compass. This compass guides
everything we do, including how we
treat each other, and how we invite
and enable anyone and everyone to
explore their trails.
Oboz Director of Brand and Consumer
Experience Rich Hohne says that,
although the community work is
about inclusion and diversity, it all has
a common thread.
“We partner with a lot of great
organisations, but it is always about
helping people to find their own trail.
Maybe that’s by increasing access to
trails or preserving open spaces, or
sometimes the trail is metaphorical
and it’s about equipping people to
explore their passion for music or the
arts. This idea doesn’t just tie together
the partners we have now, but it has
also given us a lens to evaluate future
p ar tners.”
Marketing Manager Regan Betts says,
“The trail means something different
to everyone, but it is also just about
forward momentum, moving on a
path and being guided by your North
Sta r.”
BLACK FOLKS CAMP TOO
In January of 2021, we launched a
partnership with Black Folks Camp
Too, a cause-based company with a
mission to increase diversity in the
outdoor industry.
Black Folks Camp Too was founded in
2019 by Earl B. Hunter Jr, after he and
his son went on a three-month
camping trip around the US. They
visited 49 campgrounds in 20 states
and only saw one other Black family
camping. Earl decided to change that.
He began sharing stories of camping
adventures across his network and
partnering with outdoor brands to
make camping more accessible for
Black families.
Earl believes that encouraging more
Black people to participate in an
outdoor lifestyle will help break down
barriers to create more-inclusive
communities and stronger
relationships overall.
Black Folks Camp Too provides
resources for getting outdoors. Their
Unity Blaze logo carries the message
to “treat everyone, everywhere
equally” and demonstrates the
campfire as a metaphor to bring all
types of people together to unify
around it.
The partnership with Oboz provides
guidance and information about how
to be more inclusive. In return, we’re
able to offer our expertise on footwear
and foot health to this growing
market.
We launched an aftermarket insole
programme this year where each sale
donates $3 back to a digital
education initiative run by Black Folks
Camp Too. Oboz also supported a
Night of Unity event in July where
Black Folks Camp Too brought four
families who had never hiked or
camped before together for a day of
hiking and an overnight camping
experience. Oboz will attend the Black
Folks Camp Too anniversary event in
October where partners from around
the country will gather around the
campfire and settle in among new
friends.
5958

Growing more
diverse.
COVID-19 TRAVEL CHANGES
Pandemic travel disruptions have
given us an opportunity to rethink
staff travel for good. Oboz President
Amy Beck says, “We’ve adopted a
mindfulness and an intention with
which we are going to move about
the world. It is going to be different
than pre-pandemic. We’re exploring
more-sustainable options for how we
show product. If we’re travelling in the
future, it needs to be for multiple
reasons. Can we make an impact in
the community? Is there a purpose
that connects with consumers? And
can you do something intentional for
yourself? We will ask staff to consider
if they will gain something personally
or professionally from travel to make
sure we’re not just mindlessly
travelling.”
FOCUS ON TRAINING AND
EDUCATION
As we shift towards becoming a
certified B Corp, we have much to
learn. In addition to diversity and
sustainability training for our team,
we’ve hired an HR Specialist to
facilitate ongoing training
programmes.
GIVING BACK TO OUR WIDER TEAM
COMMUNITIES
Beyond our full-time employees, we
have a network of 50 commission-
based sales reps that represent the
Oboz brand around the country. They
are the face and the voice and, in a
lot of cases, the first touchpoint of
our brand in their respective
communities. This year, in lieu of
holiday gifts, we asked each rep to
choose a community organisation we
could donate to on their behalf. We
ran a 12 Days of Christmas
celebration where we highlighted a
different rep group and their chosen
community beneficiary each day.
Gender diversity continues to leap
forward at Oboz, as our team grew
from 29% women to 57% in just two
years. We are also getting younger,
with the average age dropping from
45 to 39. This year, we also hired 12
people — a big reason we are
preparing to move into new offices
before the end of the calendar year.
JEDI TASKFORCE
In 2020, we launched our JEDI (Justice
Equity Diversity and Inclusion)
taskforce, and we continue to meet
monthly to help the team broaden its
awareness of injustice and systematic
bias.
The group connects with diverse
environmental and outdoor groups
and makes recommendations to Oboz
leadership.
In the group’s beginning months,
three members of the taskforce
attended a diversity, equity and
inclusion workshop run by the
University of Montana. Staff were also
invited to take part in a series of
workshops hosted by our parent
company Kathmandu
®
Holdings
Limited.
The JEDI taskforce’s work aligns with
the Outdoor CEO Pledge, which
requires us to report on progress
annually. However, we aim to provide
an update every six months.
In December of 2020, we reported
that 63% of staff were using pronouns
in their email signatures – this number
has since risen to 90%. We also added
an Equal Employment Opportunity
Policy Statement to the careers
section of our website and have
formed an internal group to look at
how we can have more diversity in our
hiring practices.
Our team.
Company outings — even in the
cold — provide a great
opportunity for team bonding.
GRI 404
GRI 405
“We will ask staff
to consider if they
will gain something
personally or
professionally
from travel to
make sure we’re
not just mindlessly
traveling.”
AMY BECK
PRESIDENT
6160

Aude and Jamaica in
Esperance, Western
Australia.
6263

OUR JOURNEY
Group CEO
Michael Daly
reflects on the
progress Rip Curl
has made this
y e a r.

Our journey.
On the Search in Esperance,
Western Australia
GRI 102
GRI 103
Our transition from private to public
company under the ownership of the
Kathmandu Holdings umbrella has
challenged us to be more open and to
push ourselves harder on
sustainability and social measures.
I’ve been very proud of the way our
team has risen to that challenge over
the last 12 months. Although Rip Curl
has always done work for its
community and environment, I feel
that our efforts have become more
formal and more coordinated this
year – thanks in part to the fact that
we have created a new department
to oversee our environmental and
social governance work. This new
four-person team shows our
commitment to making big strides in
this area.
We’ve opened up the business to new
levels of transparency and continued
to innovate internally.
This year saw the launch of an
important step towards circularity
with our wetsuit take-back
programme. We started recycling
neoprene offcuts and launched
wetsuit hangers made from ocean
plastics. We started tracking our
carbon footprint for the first time.
We’ve updated our supplier Group
Code of Conduct and aligned our
supply chain work with our sister
company Kathmandu.
We’ve learned a lot this year, and we
have more to learn – which is why our
partnership with the other brands in
our family is so important.
After more than 19 years at Rip Curl
and heading into my ninth year as
CEO, I am delighted that my next
opportunity has allowed me to stay
within the group. I took over the role
of Group CEO in May. Brooke Farris
has been appointed to lead Rip Curl
into its next era-one that will see an
acceleration in our search for
sustainability and social good.
Our journey.
MICHAEL DALY
GROUP CEO,
KATHMANDU HOLDINGS
6564

Our world.
New Zealand
South Korea
Italy
Spain
Portugal
UK
India
Mexico
Canada
China
Japan
Taiwan
Hong Kong
Cambodia
Vietnam
Australia
KEY
FACTORIES
EVENTS AND ATHLETES
MAJOR EVENTS
ATTENDED THIS YEAR
MATERIALS SOURCING
OPERATIONS
118 TOTAL
Australia – 5
Bangladesh – 11
Cambodia – 3
China – 67
France – 1
Haiti – 1
Hong Kong – 2
India – 10
Indonesia – 2
Italy – 4
Japan – 1
Mexico – 1
Taiwan – 1
Thailand – 3
USA – 3
Vietnam – 3
Sponsored Athletes – 222
Australia 80, SE Asia 16,

New Zealand 10, Canada 7,
Europe 56, USA 39, Brazil 7,
Japan 7
WSL Tour
Hawaii x7 athletes,
Australia (NSW x2 events &
WA x2 events) x8 athletes,
USA (Surf Ranch) x7
athletes, Mexico x8
athletes, USA (Rip Curl WSL
Finals) x3 athletes
2020 Olympics
El Salvador (ISA World
Games, qualifying) x9
athletes, Japan (Olympic
Games) x8 athletes
Stores - 160
Australia 100, NZ 6,

Brazil 4, Canada 1, Europe
19, USA 30
Head office – 10
Australia 3, Brazil 1,
Europe 2, Japan 1, USA 1,
Indonesia 1, Canada 1
Owned Manufacturing
Facility – 1
Thailand 1
Owned Warehouse – 5
Australia 2, Brazil 1,
Europe 1, Indonesia 1
3PL Warehouse
Operations – 5
China 1, Thailand 1,

Japan 1, Canada 1, USA 1
China, Taiwan, South
Korea, Italy, Thailand,
Bangladesh, Indonesia,
India, USA, Japan,
Australia, Mexico
USA
Hawaii
El Salvador
Haiti
Indonesia
Bangladesh
Brazil
Sweden
GRI 102
Germany
France
Thailand
6667

Our partners.
GRI 102
SURFRIDER
The Surfrider Foundation is
dedicated to the protection
and enjoyment of the
world’s ocean, waves, and
beaches, for all people,
through a powerful activist
network.
LENZING GROUP
The Lenzing Group is dedicated
to producing innovative fibers
made from botanic products
derived from renewable
sources and processed with
unique resource-conserving
technologies. LENZING™
ECOVERO™ Viscose fibers
derived from sustainable wood
and pulp are seen in this years
products.
SUSTAINABLE APPAREL
COALITION
We joined SAC this year to
align our group memberships
and begin our journey to
implement the HIGG Index
modules into our supply chain
MANETTI
Partnering with Manetti, a
leader in innovating
sustainable packaging
solutions means we can
continually challenge and
adjusting our supply chain
process to support a more
sustainable future.
FAIR LABOR ASSOCIATION
We joined the FLA this year
and are beginning our
accreditation process. This
process will verify that our
social compliance programme
in our supply chain exceeds the
most stringent global
standards
BETTER COTTON
We are proud to be members
of Better Cotton. joining the
Better Cotton Initiative means
we will be supporting farmers
who care for the environment
and respect the rights and
wellbeing of workers.
ARCH & HOOK
Arch & Hook’s mission is to
eliminate the use of non-
sustainable materials within
fashion and retail. They use
recycled ocean-bound and
post-consumer plastics to
create products to help our
planet.
TERRACYCLE
Terracycle is a global leader in
finding recycling solutions for
consumer waste. Partnering
with Terracycle on our wetsuit
take-back program means we
were able to find innovative
ways to reuse used wetsuits,
repurposing them into another
life.
WORLD SURF LEAGUE
For years Rip Curl has
partnered with WSL to
deliver surfing events and
is proud to support WSL
efforts to divert waste
from landfill, offset carbon
emissions, and educate
fans through WSL ocean
responsibility campaigns.
AUSTRALIAN INDUSTRY
GROUP
AI Group provides unlimited
calls to the workplace advice
line, regular award and
compliance updates and
access to HR, safety and
business improvement
resources, webinars, podcasts,
networking and knowledge
events.
ELEVATE
ELEVATE is our chosen supply
chain partner and an
industry leader in
sustainability, auditing and
improvement services.
OCP EMPLOYEE ASSISTANCE
PROGRAM
OCP is an international
employee assistance program
that provides 24/7 access to
specialist counselling, advisory,
and critical incident response
services and support.
Employees have access to free
and confidential sessions via
phone or face-to-face.
OCEAN GARDENER
Ocean Gardner’s mission is to
‘Save the Reef’ by providing
education and restoration
around coral reefs
throughout Indonesia. Our
Rip Curl Bali surf school
partnered with them by
adopting a reef to support
their mission.
AUSTRALIAN PACKAGING
COVENANT ORGANISATION
(APCO)
We are a signatory of the
Australian Packaging
Covenant, continuing to
collaborate with other
industries on sustainable
packaging solutions.
TOITU ENVIROCARE
Our membership with Toitu
Envirocare has enabled us to
measure, understand and set
a reduction plan for our
global carbon footprint. This
year we completed two
financial year data through
their carbonreduce
certification programme.
WSL Wordmark
6869

GRI 301
Owen Wright
wearing organic tee
Better materials
choices.
For the first time this year, the
product team has developed a
preferred fibre list, which will help
guide our search for more sustainable
materials choices.
Rip Curl General Manager for Product
Nichol Wylie says, “While we have
implemented some sustainable
fabrics in our range, we’ve never had
a set of guiding principles. The
preferred fibres list will create a
pathway for us to make some big
improvements.”
Cotton makes up a large percentage
of our material by volume so sits at
the top of our preferred materials list.
Our strategy is to get to 65%
sustainable cotton by 2025 by using a
combination of organic cotton and
material sources through the Better
Cotton Initiative (BCI).
BCI is a global not-for-profit and the
largest sustainable cotton
programme in the world. BCI helps
farmers grow cotton in a way that
reduces stress on the environment
and improves the welfare of farming
communities.
Last year, 2.4 million licensed BCI
farmers across 23 countries produced
6.2 million tonnes of Better Cotton lint
– that equates to 23% of global cotton
production.
Recycled synthetics are another large
part of our sustainable materials
strategy. We’ll continue to grow our
range of recycled polyester and
recycled nylon products.
This year, we started working with
Lenzing to use Forest Stewardship
Council (FSC)-accredited viscose, and
we are working with Bloom to use its
Our products.
biobased EVA foam created from
cleaning up algae-polluted waterways
in our shoes.
Our leather factory and tannery are
Leather Working Group-approved
members, and all our down is sourced
via the Responsible Down Standard to
improve our responsible animal-
sourced materials.
This work goes beyond main fabrics
and right into the detail of trims and
product packaging. We’re shifting to
recycled polyester for our labels and
draw cords and to FSC-certified paper
for swing tags and packaging.
This deep dive into materials this year
is just the first step on our wider
sustainable product journey. The next
steps will look at training our team to
design for circularity. This will include
more work on product durability and
repairability as well as designing for
less waste.
“Sustainability has really gained
momentum this year at Rip Curl, and
it’s blown me away how the entire
crew are so behind it. It’s really
exciting,” Nichol says.
RECYCLED HANGERS FROM OCEAN
PLASTICS
The first batch of recycled wetsuit
hangers has been delivered to our
Thailand factory in a programme that
will eventually save 5.5 tonnes of
virgin plastic in our supply chain each
ye a r.
Cameron Lamperd, Rip Curl Head of
Wetsuits, says a partnership with
sustainable hanger manufacturer
Arch & Hook will see all wetsuit
hangers made with upcycled post-
consumer and marine-bound
thermoplastics.
The plastic used for the Arch & Hook
Blue programme is collected from four
of the top 10 largest polluting rivers in
the world. According to the World
Economic Forum, these 10 rivers cause
90% of ocean plastic pollution. The
plastics are collected, sorted and
separated, shredded, transported and
finally prepared as raw material
suitable for producing hangers. At the
end of their lifespan, the hangers can
be collected and recycled yet again.
“We’re proud to be the first wetsuit
company to join the Arch & Hook Blue
programme and to bring this benefit
to our customers,” Cameron says.
“The first 35,000 hangers have arrived
in our Thailand factory and will be
hitting stores in August or September
globally.”
ICONS OF SURF
GO GREEN
Our Icons of Surf collection
celebrates 50 years of Rip Curl,
featuring our most iconic logos
on our classic simple, solid tees –
all made from 100% organic
cotton.
“Icons of Surf has become a
really impactful way to get
much larger volumes of organic
cotton into our range. The sales
are upwards of 300,000–400,000
units and could get up to 1
million units,” says General
Manager for Product Nichol
Wylie.
This collection has helped push
our organic cotton up to 30%
this year.
20192019
2019
2020
2020
2020
2020
2020
2020
774
51
194
3156
35135
TONNESTONNESTONNES
TONNES
TONNES
TONNESTONNES
TONNESTONNES
OUR SUSTAINABLE
FABRIC SEARCH
PREFERRED
COTTON
RECYCLED
P O LY E S TER
RECYCLED
NYLON
280
%
141
%
12
%
INCREASEINCREASEINCREASE
*2019 and 2020 numbers have been updated to Financial Year statistics
7071

“We’ve tested the
programme with
one full container
of waste material,
and we are seeing
very promising
r e s u l t s."
Aude Mangharam wearing the
Ultimate Long Jane surf suit
Wetsuit take-back
programme launched.
For more than 12 years, Rip Curl has
been looking for end-of-life solutions
for our wetsuits. We’ve tried breaking
them down into shoe soles, road
surfacing and safety equipment.
While all these tests worked for small
batches, they always struggled to
scale.
This year, in partnership with global
recycling specialists TerraCycle, we’ve
launched Australia’s first take-back
recycling programme.
Any brand of wetsuit is accepted at
our participating stores. The neoprene
is crumbed into a new raw material
that can be used to create things like
soft fall matting for playgrounds.
“TerraCycle has a huge network and
were able to assist us in finding the
best possible solution for recycling
used wetsuit neoprene,” says Shasta
O’Loughlin, Rip Curl Environmental,
Social and Governance Manager.
“We are really excited about this
partnership and the reach that it can
provide across Australia. Once the
programme has proven itself here at
home, we are excited to explore a
global expansion. We want to give all
surfers the opportunity to recycle their
old wetsuits.”
The programme launched in May this
year, in 8 core stores throughout
Victoria, New South Wales,
Queensland and Western Australia.
“The response has been overwhelming,
and the demand is clearly there,” says
Shasta.
Next steps will be to expand the
programme to include more stores
across Australia.
REDUCING PLASTIC PACKAGING
Rip Curl has reduced the use of
plastics in packaging of our wetsuits
and accessories and is working on
further reducing these in future ranges.
Products that do require protective
plastic bags are now made with 30%
recycled PE material, breakdown plastic
(BDP) additive and reduced to 30
microns – a 40% weight reduction from
the previous version.
Last year, we began trials reducing
protective plastic packaging on select
wetsuits by reducing from full length to
shoulders only coverage.
NEOPRENE OFFCUT RECYCLING
READY TO SCALE
Wetsuit manufacturing invariably has
waste. Our neoprene comes in 2 x 3
metre sheets. When we cut out
patterns for sewing wetsuits, a
minimum of 10% and maximum of 35%
of the sheet is waste, these offcuts were
then used by other local manufacturers
to make products with the balance of
neoprene waste ending up in landfill.
This waste adds up to hundreds of
tonnes each year.
“Neoprene offcuts are one of the largest
environmental problems in the wetsuit
industry,” says Cameron Lamperd, Rip
Curl Head of Wetsuits.
For eight years, we’ve been searching
for a solution to this waste problem.
“We’ve worked with a number of
different footwear suppliers and tried
many different ways to reuse this
material, but it’s never quite worked.”
Now, a partnership with a carpet
underlay manufacturer in Australia
looks set to change this. The underlay
manufacturer can’t use end-of-life
wetsuits from our take-back
programme because of hygiene
concerns, but the brand-new neoprene
off-cuts from our factory can be
CAMERON LAMPERD
RIP CURL HEAD OF WETSUITS
crumbed and used as a spacer in
carpet underlay. The impact is
doubled by the fact that virgin
materials are removed.
“We’ve tested the programme with
one full container of waste material,
and we are seeing very promising
results. It looks ready to go, and we
will commence scaling up in the
coming months.”
Our Thailand factory has also
purchased a baling machine that will
condense neoprene offcuts into wool
bales for freighting to Australia.
“In terms of sheer volume, this will
outperform our take-back
programme. It’s able to be scaled to
the point that we will commence
discussion with other wetsuit
production facilities to increase the
benefits to our industry even further,”
Cameron says.
89,080
23,340
UNITS
UNITS
WATCH REPAIRS
WETSUIT REPAIRS
EXTENDING THE LIFE
OF OUR GEAR
THROUGH OUR
GLOBAL REPAIR
CENTRES.
7273

We’ve made big
strides towards
understanding our
global footprint
this year by
measuring the
carbon emissions
of our nine regions
for the first time.
Understanding
our footprint.
We undertook a carbon audit that
covers the last two financial years.
The aim was to establish a solid
baseline measurement, but Covid-19
store closures have meant the past
two years are anything but standard.
“In order to meet our objective of
becoming a B Corp, we really need to
understand our footprint and find
ways that we can start to reduce our
impact,” says Shasta O’Loughlin, Rip
Curl Environmental, Social and
Governance Manager.
A new environmental, social and
governance team was created this
year to reflect Rip Curl’s increased
focus on sustainability as part of the
Kathmandu Holdings Group. After 15
years at Rip Curl, Shasta was asked to
lead this newly created team.
“I am really passionate about our
future and ensuring that businesses
have the least amount of impact
possible, so I jumped at the
opportunity. It comes with huge
learnings for me – especially when it
comes to measuring carbon – but it’s
been really exciting to be able to pull
it all together and be able to
understand our global impact.”
Shasta’s role is to lead the new
environmental, social and governance
strategy for Rip Curl and to get the
company to B Corp certification.
Shasta led Rip Curl’s first entry in the
Baptist World Aid’s Ethical Fashion
Report in 2017 and has been the chair
of the company’s environmental
committee since 2017.
“We’re already so far ahead of where
we were four year ago,” Shasta says.
“The environmental committee
tackled small projects to reduce our
impact at a regional level, but now we
have a global strategy to take that
work much further.”
Brisa Hennessy in Hawaii
Our footprint.
GRI 305
GRI 306
7574

Carbon audit
no small feat.
Conducting a carbon audit across
nine global operations and for a two-
year period has been no small feat.
Rip Curl’s carbon emissions span from
staff travel to retail store electricity
usage to running our Thailand wetsuit
fac tor y.
“The company’s global reach and wide
scope made this a really big project to
coordinate, but it’s been a really
exciting project to lead. Committing
to tracking carbon emissions is a
really big step for Rip Curl.”
We learned that moving our stock
around the globe is our biggest source
of emissions and that the growth in
our ecommerce business during
Covid-19 has increased our road and
air freight emissions.
Pre-Covid-19, our global design teams
would travel to remote locations to
find inspiration for our ranges. Now,
this work is being done virtually. Other
crew travel has also decreased
because of Covid-19 border closures.
“How we manage direct-to-customer
sales in a more carbon friendly way is
going to be a huge project in itself,
and I’m sure there are lots of
businesses around the world going
through that challenge,” Shasta says.
It was interesting to see the difference
in carbon emissions for different
regions depending on the source of
energy generation. Electricity use was
higher in our Californian office, than
our Victorian head office, however,
lower emission electricity generation
in California made for a lower overall
carbon footprint.
“Tracking individual store's power
usage has also given us a better
understanding, highlighting stores
that could be good candidates for
solar,” Shasta says. “We have a lot of
stand-alone shops near beaches, and
these are easier to add solar than
shops in malls.”
The carbon audit has also given us a
better understanding of our waste
and the breakdown between
cardboard, plastics and mixed
commercial waste.
“Waste streams are different in each
country – especially when you
compare recycling systems in places
like Bali and Europe,” says Shasta.
“We’ll need to do a separate waste
project in each country to reduce this
imp ac t.”
With the huge project of defining our
carbon footprint completed this year,
we’ll be able to shift our focus
towards solutions.
“This footprint project has brought a
much deeper understanding of our
global operational reach. This will help
us be more strategic in our roll-out of
regional and global projects to reduce
our impact,” Shasta says. “The new
ESG team will now focus on educating
managers to implement projects that
reduce global emissions.”
The Search, Alaska.
AVERAGE EMISSIONS
REQUIRED TO ASSEMBLE
ONE WETSUIT
OUR EMISSIONS
JOURNEY
Figures are pre-certified emissions. Emissions are aligned with the Greenhouse Gas Protocol for Corporate Accounting and Reporting. Scope 1
emissions are our direct emissions. Scope 2 emissions are our indirect purchased electricity emissions. Scope 3 emissions are indirect, from freight
movements and waste generated through our supply chain.
TOTAL SCOPE 1 EMISSIONS
2020
625
TONNES CO2e
2021
480
TONNES CO2e
MEASURED SCOPE 3 EMISSIONS
2020
6,599
TONNES CO2e
2021
5,668
TONNES CO2e
SCOPE 3 STOCK TRANSPORT EMISSIONS
814 TONNES OF STOCK MOVED4,065 TONNES OF STOCK MOVED5,898 TONNES OF STOCK MOVED
3,390 TONNES CO
2
e674 TONNES CO
2
e488 TONNES CO
2
e
TOTAL SCOPE 2 EMISSIONS
*Figure includes emissions related to the
operations of our wetsuit facility, not the
production of the materials
2.44
*

KGS
ANZNORTH AMERICATHAILANDEUREST OF WORLD
2020
5,046
TONNES CO2e
755651249108
2021
4,797
TONNES CO2e
3797492341393,296
3,283
7776