7. Control

The company states how and what performance indicators related to sustainability are used in its regular internal planning and control processes. It discloses how suitable processes ensure reliability, comparability and consistency of the data used for internal management and external communication.

Each Fenix Outdoor brand has developed its own individual sustainability agenda, with distinct sustainability goals and implementation plans. Topics are  - among others - energy reduction and renewable energy purchase, waste and packaging reduction, shipment optimization, avoiding air freight but also diversity and training. In supply chain management, we follow the FLA principles and assess health and safety as well as wage levels. The indicators set by the Fenix Outdoor group are more set as a framework. Examples are: become 100% renewable in Scope 2 in all own operations by 2025; reduce the carbon footprint of products by 50%; conduct LCAs on key products for all brands; develop a sustainable store concept with Cradle2Cradle etc. However, in concrete measures, brands can independently decide on how to achieve these framework goals.

The sustainability plans for 2025 approved by the board are well underway. On that basis, responsibilities have been assigned and implementation deadlines have been set. We have developed and internally published our Climate Strategy to coordinate the efforts effectively. Brands will be increasingly pushed toward publicly committing to project plans after approval from the central sustainability office. The respective updates will be presented frequently to the group’s CSO.