Sustainable development report 2022

BE BEYOND

SUSTAINABLE DEVELOPMENT REPORT 2022

PLAY · WORK · LIVE WE CREATE INNOVATIVE SUSTAINABLE PRODUCTS THAT HELP YOU LIVE LIFE TO THE MAX.

THE COMMITMENT

FROM THE GROUP CEO

AND FROM THE FROM THE

VICE-PRESIDENT

HR

AND ESG

At Bollé Brands, we are aware of the many environmental and social issues of our time, some of which are directly related to our business: the fight against global warming, plastic waste, respect for human rights, inclusion, equity and diversity. We want to put our environmental and social commitments at the heart of our strategy to help reduce our impact.

On the one hand, we want to limit our negative impacts by accurately assessing them and putting in place the right action plans. On the other hand, we want to maximise our positive impact by inventing tomorrow’s solutions. We see these challenges as opportunities for innovation and value creation.

We are proud to say that this year has been rich in achievements that have reinforced our commitments. This report provides an overview of our progress.

We look forward to further integrating sustainability into our operations. We are structuring our approach in line with the Ten Principles of the United Nations Global Compact, with an ambitious goal of B Corp certification by 2024.

Peter Smith, President and CEO Bollé Brands

Our approach to ESG is a balanced one, both ambitious and pragmatic. We have focused our strategy on two pillars:

• Creating engagement and raising awareness to set the world in motion

• AND acting through projects that express our ambitions in a concrete way.

We are developing an educational approach to help people understand and share a common view on the challenges of collective and individual responsibility. It is based on two key elements: Climate Fresk workshops for all our employees worldwide and the appointment of ESG ambassadors who propose and carry out various local initiatives.

To face business challenges, we measure our environmental and social impact, set improvement targets and coordinate our efforts across all our activities to overcome them. For example, we have measured our carbon footprint for scopes 1, 2 and 3 and set a reduction target in line with the Science Based Target Initiative (SBTi).

And we are not alone in our strategy. We are moving forward with others. We work with a network of external partners (experts, consultants, professional organisations) to co-create innovative solutions.

Sabine Beaudoin, VP HR and ESG Bollé Brands

GET TO KNOW BOLLÉ BRANDS BETTER

MAKE ESG A KEY ELEMENT OF OUR STRATEGY

01ENVIRONMENT

REDUCE OUR EMISSIONS OF GREENHOUSE GASES

REDUCE THE ENVIRONMENTAL IMPACT OF OUR PRODUCTS AND PACKAGING

02

SOCIAL

ENSURE ETHICAL WORK PRACTICES IN OUR SUPPLY CHAIN

DEVELOP THE DIVERSITY, INCLUSION AND ENGAGEMENT OF EMPLOYEES

03

GOVERNANCE

PUT ESG AT THE HEART OF DECISION-MAKING DEVELOP AN ESG CULTURE

CONCLUSION APPENDIX

INTRODUCTION

BOLLÉ BRANDS GET TO KNOW

BETTER

OUR MISSION

PLAY · WORK · LIVE WE CREATE INNOVATIVE SUSTAINABLE PRODUCTS THAT HELP YOU LIVE LIFE TO THE MAX.

WHO ARE WE?

Bollé Brands is a Group specialised in protective equipment, more specifically positioned in the eyewear and head protection market. We have always placed innovation at the heart of our ambition. We are progressively integrating social and environmental issues into our strategy and our daily work, at all levels of the company.

KEY DATES

a guarantee of quality

The start of the sports adventure. Bollé sells its first ski goggles. At the same time, the industrial division supplies glasses to Aérospatiale, the French army and the French navy

Bollé was founded by Louis Séraphin Bollé in Oyonnax, France, the birthplace of the country’s plastics industry

Robert and Maurice Bollé, known as the kings of eyewear, launched their first sunglasses and created the crown symbol as

Launch of the first series of protective glasses and goggles for the industry

Creation of the Bollé Safety division and brand

7 OFFICES

France, UK, USA, Hong Kong, Japan, Italy, Australia

ORGANISATION

20 MILLION PRODUCTS SOLD every year worldwide

At Bollé Brands, we design and distribute eye and head protection. We have a worldwide presence and our activities are divided into 2 divisions and 4 brands.

350 EMPLOYEES

SAFETY

50% of turnover

Protective equipment for professionals

2 DIVISIONS & 4 BRANDS

SPORT AND LUXURY

50% of turnover

Sports and lifestyle equipment (ski helmets, cycling helmets, goggles, eyewear)

Bollé launches its first range of ski helmets

Since 2000, Bollé has been expanding worldwide with offices on every continent. Introduction of B-Green recyclable packaging

Bollé launches its first line of cycle helmets

Introduction of Solis B-Green: eco-designed safety eyewear

Bollé Safety reveals its Go Green sustainability plan

Bollé Safety launches ranges dedicated to tactical and first responders and healthcare professionals

MAKE

OF OUR STRATEGY A KEY ELEMENT

OUR ESG AMBITION

We may still be at the beginning of our journey towards a sustainable model but we are already implementing a series of initiatives and actions to measure and improve our environmental and social impact. Our genuine ambition is embodied by our goal to become B Corp certified by 2024 and to embed our social and environmental mission statement directly into our legal statutes. The B Corp label provides a framework for ambitious ESG integration at all levels of the company and encourages continuous improvement.

2019 2023 2021 2022 2024

First eco-friendly offers

ESG Report BE BEYOND definition of our ESG strategy

Measuring our ESG impacts and setting our ESG objectives

OUR STAKEHOLDER ECOSYSTEM: DIALOGUE AT EVERY LEVEL, INTERNALLY AND EXTERNALLY

The impact of our activity extends beyond the boundaries of our company. The scale of the environmental and social challenges requires a collective response. We are committed to working with our ecosystem, which is why we have put in place tools for dialogue with our internal and external stakeholders.

B Corp Certification

STAKEHOLDERS TOOLS AND GROUPS TO INTERACT WITH OUR STAKEHOLDERS

INTERNAL Staff Managers

EXTERNAL Suppliers

Customers

Professional organisations

Civil society

ESG ambassadors, employee representatives (staff delegates and local managers)

ESG and Human Resources are under the responsibility of the CEO and a member of the Executive Committee (VP HR and ESG)

Quality inspectors working closely with our factories SEDEX: partner platform for managing social and environmental risk

Annual satisfaction surveys, discussion platform to guide product development

Outdoor Sports Valley, Union Sport et Cycle, United Nations Global Compact Athletes, ambassadors, websites, press

“

Our strategy takes into account the environmental emergency and social challenges. We see ESG as a priority that should become an integral part of every function in our company. This topic forms the basis of our discussions with all our stakeholders.”

Quentin Chapelain, ESG Manager

OUR ESG STRATEGY

BE BEYOND SECURING A BRIGHTER FUTURE

We have structured our strategy around the three ESG pillars: Environment, Social and Governance. For each of the pillars, we have defined strategic areas of engagement, measured our impact and set targets which we detail in this report.

OUR MISSION

PLAY · WORK · LIVE WE CREATE INNOVATIVE SUSTAINABLE PRODUCTS THAT HELP YOU LIVE LIFE TO THE MAX.

1ENVIRONMENT

• Reduce our greenhouse gas emissions for Scope 1, 2 and 3

• Minimise the environmental impact of our products and packaging

2 SOCIAL

• Ensure ethical labour practices in our supply chains

• Develop employee diversity, inclusion and engagement

OUR CHALLENGES AND OUR VISION FOR THE FUTURE

Today, we have to reconcile our business growth objectives with a reduction of our environmental impact. We do not claim to provide complete solutions but we are exploring several avenues:

1 2 3

3 GOVERNANCE

• Become a certified B Corp company

• Develop an ESG culture at every level of the company

Acquisition of market shares in our business sectors

A higher value-added product offering: better technical specifications, longer life, reduced environmental impact

Investigate new business models like second-hand or rental

ENVIRONMENT

Our products have an environmental impact throughout their life cycle from the extraction of raw materials, through production, transport and use to the end of their life.

The first step in minimising our environmental impact is to accurately measure our footprint using dedicated tools such as carbon footprints and life cycle assessments. Our environmental impact depends on both the volume of products we market and the environmental footprint of each of our products. Our company is aiming for strong growth in the next few years through the acquisition of new market shares, the marketing of products with higher added value and the search for new business models such as rental or secondhand. With this growth model, our focus is on reducing the environmental footprint of our products.

OUR ENVIRONMENTAL OBJECTIVES

-35%

In 2025,

50%

of our top sellers ,

and 100% of our new products will have an ECO-FRIENDLY version 2

OUR ENVIRONMENTAL CHALLENGES

90% of our products will be ECO-FRIENDLY by 2027 2

Our growth model is justified as long as we provide essential protection services with a minimal environmental footprint. We hope that our action will help everyone involved embrace decarbonisation and thus reduce the environmental impact of our sectors of activity. While we have decided to focus our efforts on reducing greenhouse gas emissions from our products, we plan to work on other issues such as minimising the impact of our activities on biodiversity.

1 See "Reducing our greenhouse gas emissions"

2 See "Reducing the environmental impact of our products and packaging"

REDUCE OUR EMISSIONS OF GREENHOUSE GASES

+5 710 TCO2e OTHER SCOPE 3 EMISSIONS (purchase of services and travel)

148 TCO2e related to office activities (SCOPE 1 & 2 EMISSIONS ONLY)

DID YOU KNOW?

Greenhouse gases emissions are calculated from the company's financial and physical data. Our calculation methodology is based on the GHG Protocol, which separates emissions into several Scopes and categories:

SCOPE 1: direct emissions, linked to the company’s combustion of fossil fuels (gas, oil, coal)

SCOPE 2: indirect emissions, related to the company’s energy purchases (mostly electricity)

SCOPE 3: all other indirect emissions, separated into 15 categories (employee transport, purchasing, product transport, product end-of-life, etc.).

To take into account all of a company's emissions, we have to measure Scope 1, 2 and 3.

99% of

THE EQUIVALENT OF

GREENHOUSE GASES: WHAT ARE THEY?

Man-made greenhouse gases (mainly CO2) are the cause of climate change. Climate change is generally associated with an average increase in temperature, compared to a pre-industrial level.

FOCUS ON 1.5°C TARGET AND SCIENCE BASED TARGET INITIATIVE

The 2015 Paris Agreement from COP21 is a legally binding international treaty on climate change. It aims to limit the rise in average temperatures to well below 2°C, preferably 1.5°C, above pre-industrial levels.

To achieve these targets, CO2 emissions must fall drastically and continuously between now and 2050.

Companies are increasingly committed to reducing their CO2 emissions. In recent years, a standard has emerged from the Science Based Target Initiative. This standard makes it possible to publicly check companies' reduction targets and ensure their compatibility with the Paris Agreement.

Total emissions generated by Bollé Brands

the group’s emissions are in Scope 3

OUR TARGETS TO REDUCE OUR GREENHOUSE GAS EMISSIONS

OUR GOALS

REDUCE OUR GREENHOUSE GAS EMISSIONS

Short-term goals

• 30% less CO2e emissions from our offices (Scope 1 and 2) by 2027 and 42% less by 2030

• 35% less CO2e emissions per product by 2027

Long-term goal

• Contribute to carbon neutrality for Scopes 1, 2 and 3 by 2045

Based on our emissions scenarios and discussions with our stakeholders, we have developed our reduction targets for greenhouse gas emissions, which are consistent with the Science Based Target Initiative.

OUR ACTION PLAN TO REDUCE OUR CO 2 EMISSIONS

To contribute to carbon neutrality, our action plan has three distinct steps

1MEASURE

We carried out two iterations of our carbon footprint for Scopes 1, 2 and 3. We regularly update our emissions counting methodology to improve its accuracy and granularity.

2 REDUCE

We have identified our three main emission reduction levers through our carbon footprint:

• Choose recycled or bio-sourced raw materials with lower emissions

• Decarbonise energy used for production

• Minimise air transport

3 COMPENSATE

Our long-term goal is to achieve carbon neutrality. In addition to our medium-term CO2 reduction targets, we are exploring initiatives and projects that allow us to offset our residual CO2 emissions.

OUR CHALLENGES AND PROSPECTS FOR THE FUTURE

Every decarbonisation project has technical, operational and/or financial challenges. Here are some examples of topics and issues studied by our teams:

1 2 3 4 5

Develop eco-friendly products (see next section)

Secure and consolidate our supply of bio-sourced and recycled materials

Encourage our suppliers to decarbonise their energy supply

Optimise our logistics to reduce the weight and volume of products transported and minimise air transport

Educate our customers to encourage them to prefer eco-friendly products

REDUCE THE ENVIRONMENTAL IMPACT OF

To make our products, we need to consume raw materials, energy and water. Our activity therefore contributes to climate change, plastic pollution and the erosion of biodiversity. To help guide the development of products and packaging with low environmental impact, we have constructed our own definition of what we consider to be eco-friendly products.

OUR PRODUCTS AND PACKAGING

ECO-FRIENDLY PRODUCT: DEFINITION

PREREQUISITES

Must check all prerequisites

Recycled or bio-sourced materials must have equivalent certification or documentary proof

No direct competition with food for people or animal feed

No increase in CO2e emissions compared to an equivalent standard product

Any communication should clearly state the environmental benefit of the product

Transport by land and sea freight (except for prescription products)

This definition focuses on the main environmental impact factors of our products: raw materials, production, sustainability and end of life. To be considered eco-friendly, a product must meet a set of prerequisites and at least one of the product criteria listed below.

PRODUCT CRITERIA

Must check at least one of the criteria

> 20% recycled or bio-sourced materials

> 50% longer life span

> 20% energy reduction in production processes

> 20% reduction in CO2e emissions compared to a standard equivalent 95% of the product is recyclable (identified collection and recycling partners)

“

A definition of what an ecofriendly product is is essential. It helps all departments in the company and our customers to align to a common standard. I now spend a lot of my time looking for materials and solutions that will reduce the environmental impact of our products."

Romain Pintat, Bollé Safety product engineer

EXAMPLES OF ECO-FRIENDLY PRODUCTS

OUR GOALS

MINIMISE THE ENVIRONMENTAL IMPACT OF OUR PRODUCTS AND PACKAGING SAFETY DIVISION

• By 2025, 50% of our top sellers and all our new products will have an eco-friendly version

• 95% of our packaging will be eco-friendly by 2024

• Every innovation will help reduce the environmental footprint of our products from 2024 onwards

SPORT AND LUXURY DIVISION

• 90% of products sold will be eco-friendly by 2027

• 100% of packaging will be eco-friendly by 2025

OUR ACTIONS TO DEVELOP ECO-FRIENDLY PRODUCTS

For several years, our brands have been developing eco-friendly products and packaging. In our Sport and Luxury division, our eco-friendly models will represent 15% of the range in 2023 (compared to 8% in 2022).

Our Safety division has developed 3 eco-friendly products (Solis Go Green, Klassee RX, Cura) and ecopacks for testing recycled and bio-sourced raw materials, new production processes and recycling solutions.

To facilitate the integration of eco-design in our development process we have:

• Organised eco-design training for product teams

• Organised environmental communication training for marketing and digital teams

• Initiated life cycle assessments (LCA) on 10 models to quantify the overall environmental impacts of our products.

OUR

CHALLENGES AND PROSPECTS FOR THE FUTURE

1 2 3

Measure the other environmental impacts of our products (beyond CO2e)

Implement a measurement and action plan to minimise our impact on biodiversity

Analyse the impact of our activities on resource depletion, water pollution

SERENGETI BELLEMON Frames - castor oil

BOLLE SAFETY KLASSEE RX Frames - castor oil

SPY EMBALLAGE Recycled cardboard

BOLLÉ ECO-REACT

• Shell - 40% recycled PC (dark colours only)

• Core - 20% cork

• Lining - 50% bamboo fibre

• Strap - 50% cotton

SOCIAL

As for the environmental pillar, we seek to measure and improve our social impact across our entire value chain because without the women and men involved, our business could not exist.

We have identified 2 priority areas for action:

1

Ensure ethical work practices in our supply chain in line with the principles of the United Nations Global Compact

2

Develop the diversity, inclusion and engagement of our employees

OUR MAIN SOCIAL GOALS

ENSURE ETHICAL WORK PRACTICES IN OUR SUPPLY CHAIN

100%

of strategic suppliers to sign our Code of Conduct and be covered by our risk analysis by the end of March 2023

DEVELOP THE DIVERSITY, INCLUSION AND COMMITMENT OF OUR EMPLOYEES

Maintain at least

40% women at all levels of responsibility by 2023

Achieve a 75/100 employee engagement score by 2027

“

The men and women of our company work with partners all over the world. Their commitment, expertise and ability to collaborate effectively in a diverse and global environment are the keys to our success.”

Sabine Beaudoin, VP HR and ESG of Bollé Brands

PRACTICES ETHICAL WORK

IN OUR SUPPLY CHAIN

Our responsibility does not stop at the company gates. As stipulated in the French Devoir de vigilance, companies have a responsibility to prevent all risks relating to the environment, human rights, labour practices and corruption within their own activities but also in those of their subcontractors and suppliers. The United Nations Global Compact has established 10 principles to guard against these risks.

To monitor practices in our supply chains, we have become a member of SEDEX, an independent organisation that supports companies in their management of social and environmental risk.

OUR GOALS

ENSURE ETHICAL WORK PRACTICES IN OUR SUPPLY CHAIN

• 100% of strategic suppliers will sign our Code of Conduct by the end of March 2023, aiming for compliance with the UN Global Compact

• 100% of strategic suppliers will be covered by our risk analysis by the end of March 2023

OUR CHALLENGES AND PROSPECTS FOR THE FUTURE

Our responsible purchasing approach is still recent. To make our supply chain even more responsible and respectful of people and the environment, we will define a process to support our suppliers in resolving their non-compliances.

DEVELOP

AND ENGAGEMENT DIVERSITY, INCLUSION

THE OF EMPLOYEES

The work and dedication of our employees represent the foundation of our company. We are convinced that inclusive working practices and improving the engagement of our employees are key to our company’s success.

OUR GOALS

DEVELOP THE DIVERSITY, INCLUSION AND ENGAGEMENT OF OUR EMPLOYEES

• Maintain a minimum of 40% women at all levels of responsibility

• Achieve a 75/100 employee engagement score by 2027

DIVERSITY

Today, we are adressing gender equity and diversity. We are proud to see this as integral to our values. 45% of our workforce is made up of individuals who identify as women and this figure is 50% for our Executive Committee. This illustrates our commitment to ensuring that women are represented at a minimum of 40% at all levels of the company, including the highest levels of responsibility. We pay particular attention to gender balance in our recruitment and promotion processes.

EMPLOYEE ENGAGEMENT

We have set up an employee engagement survey within the company. This anonymous annual questionnaire covers various aspects of the lives of employees, such as working conditions, management and vision of the company. With a response rate of 90%, 68% of our employees said they were satisfied or very satisfied at work. Based on several representative questions, we have calculated

OUR CHALLENGES AND PROSPECTS FOR THE FUTURE

We recognise that equality, diversity and employee engagement are constantly evolving issues where we still face many challenges.

an overall employee engagement score of 68/100 and aim to improve this to 75/100 by 2027. To improve working conditions for our employees, over the last two years we have renovated 80% of our offices and we offer several services to promote health and well-being (fair trade coffee, fruit baskets, sports courses, wellness workshops, etc.).

OUR FUTURE CHALLENGES

1 2

Develop our approach to equality, inclusion and diversity to go beyond gender parity in our workforce

Identify priority areas and actions using our employee engagement survey, to meet the needs of our employees

GOVERNANCE

Governance is the set of processes put in place to achieve our social and environmental objectives. We have identified two main areas of engagement: 1 2

PUT ESG AT THE HEART OF OUR DECISION MAKING

DEVELOP AN ESG CULTURE WITHIN OUR COMPANY

OUR MAIN GOVERNANCE GOALS

PUT ESG AT THE HEART OF OUR DECISION-MAKING

Become a B Corp certified company by 2024

DEVELOP AN ESG CULTURE AT ALL LEVELS OF THE COMPANY

100 % 15

of employees will have attended a Climate Fresk workshop by 2023

ESG AMBASSADORS, helping develop our ESG culture within the company

ESG AT THE HEART

OF DECISION-MAKING

Management is convinced of the significance of ESG in the Bollé Brands Group’s development. We aim to operate a business that is compatible with a sustainable and responsible world. We want our ambition to last. To achieve this, our objective is to write our raison d'être, containing our environmental and social commitments, directly into our legal statutes. We aim to achieve the B Corp certification by 2024.

OUR GOVERNANCE GOALS

BECOME A B CORP CERTIFIED COMPANY

BY 2024

OUR ESG ORGANISATION

We have set up an organisation involving all levels of responsibility to help gradually develop ESG across the company.

WHAT IS B CORP?

B Corp is a label created by B Lab, a network with an ambition to transform the global economy for the benefit of individuals, communities and the planet. B Lab has a tool that measures a company’s performance in terms of environmental impact, and its performance with stakeholders (customers, suppliers,

communities and employees). When a company receives the B Corp certification, it means that it meets B Lab's high standards for social and environmental impact. It also increases transparency as the performance record is published in a public B Corp profile. Today, more than 5,000 companies worldwide have obtained this certification.

CEO VP RH / ESG ESG MANAGER ESG INTERN

ESG AMBASSADORS

Thematic working groups (development of eco-friendly offers, employee engagement, etc.)

Spreading the ESG culture

ESG strategy and coordination

Operational roll-out of commitments

AN ESG CULTURE DEVELOP

OUR GOALS

DEVELOP AN ESG CULTURE AT ALL LEVELS OF THE COMPANY

• 100% of employees trained in Climate Fresk workshops by 2023

• 15 ESG ambassadors involved in the development of the ESG culture within the company

• 30 local ESG ambassador initiatives per year

Educate employees and raise awareness about ESG challenges.

Implement local initiatives to help reduce our offices' environmental impact, create engagement with ESG and help improve our employees' working conditions.

ESG must be integrated into every company function. We have therefore created a new role: the ESG ambassador. These volunteers come from every company department (products, digital, marketing, operations, HR, customer services, quality, sales) and are present throughout the group (EMEA, APAC, NAM). Through their actions, ambassadors: 1 2

Each of the 15 ESG ambassadors received a letter of assignment from the CEO and a budget of €1,000 to:

• Lead Climate Fresk workshops

• Organise at least two local initiatives per year

“

I set up the delivery of fruit baskets to the office and created an internal materials exchange group in the company. As an ESG ambassador, I implement activities that serve employees every day, raise awareness and support our goal of reducing the carbon footprint of Bollé Brands.”

Alexandre Bréhéret, Bollé Winter Product Manager, ESG Ambassador

their

get involved.

a

plastics in

employees

Free

do the

CLIMATE FRESK

Climate Fresk is a 3-hour workshop, a fun and collaborative way to understand the workings of climate change. These workshops are an opportunity for groups to reflect on concrete and ambitious actions to reduce CO2 emissions. Bollé Brands aims to train 100% of its employees in Climate Fresk workshops by the end of March 2023.

EXAMPLES OF LOCAL CULTURE

Local ESG ambassador initiatives aim to develop the company's ESG culture

offices

1• Australia Plants given to employees

2• France Bike repair workshop

3• United States Plastic-free July

Today, it is essential that companies measure their impact on the environment and encourage

employees to

As an ESG ambassador, I organised

“Plastic

July” event to stop single-use

our

and encourage

to

same in their personal lives. The path to sustainability may be the most expensive in the short term, but it is the one that will benefit the environment and all of us the most in the long term.”

Madeline Anderson, Senior Marketing Manager SPY, ESG Ambassador

CONCLUSION

In the medium term, we want to explore other key ESG issues for our future:

• MEASURE THE IMPACT OF OUR ACTIVITY ON BIODIVERSITY EROSION

• TAKE OUR SOCIAL INITIATIVE BEYOND GENDER PARITY TO FURTHER DEVELOP DIVERSITY, EQUALITY AND INCLUSION IN OUR RECRUITMENT, MANAGEMENT AND WORK PRACTICES

This year we have been actively training to understand and share our ESG challenges internally. We have developed a common vision for the future of our company and built on sustainable and responsible innovation.

Our goal for the coming year is to humbly but actively roll-out our ESG vision in all our businesses. This involves, on the one hand, the operational implementation of our objectives, and on the other hand, an ever greater effort to train our employees on ESG issues.

We are aware that we are only at the beginning of our transformation towards a sustainable and responsible model. Faced with the colossal and urgent challenges that concern our planet and our life together, we are fully motivated to take action and to secure a brighter future.

LINK BETWEEN

OUR ESG STRATEGY AND SUSTAINABLE DEVELOPMENT GOALS

MAXIMISE OUR POSITIVE IMPACT

Our company designs and markets products that guarantee the safety of our customers in their professional and leisure activities.

MINIMISE OUR NEGATIVE IMPACT

Reduce our CO2e emissions

AN INTEGRATED APPROACH TO SUSTAINABLE DEVELOPMENT GOALS (SDGS)

Our approach, aligned with Sustainable Development Goals, aims to maximise our positive impact and minimise our negative impact.

LINK WITH THE UN GLOBAL COMPACT

Minimise the environmental impact of our products and packaging

Ensure ethical labour practices in our supply chain

Develop the diversity, inclusion and engagement of our employees

Our strategy has been developed in consultation with our stakeholders, using the methodology of the United Nations Global Compact. This organisation proposes that companies follow a set of 10 principles to contribute to the 17 Sustainable Development Goals defined by the United Nations with the target date of 2030.

LINK BETWEEN THE UN GLOBAL COMPACT AND THE SDGS

HUMAN RIGHTS

1• Businesses should support and respect the protection of internationally proclaimed human rights

2• Businesses should make sure they are not complicit in human rights abuses

LABOUR

3• Businesses should uphold the freedom of association and the effective recognition of the right to collective the bargaining

4• Businesses should contribute to the elimination of all forms of forced or compulsory labour

5• Businesses should contribute to the effective abolition of child labour

6• Businesses should contribute to the elimination of discrimination in respect of employment and occupation

ENVIRONMENT

7• Businesses should support a precautionary approach to environmental challenges

8• Businesses should undertake initiatives to promote greater environmental responsibility

9• Businesses should encourage the development and diffusion of environmentally friendly technologies

ANTI-CORRUPTION

10• Businesses should work against corruption in all its forms, including extortion and bribery

SPECIFIC METHODOLOGIES

Methodology for calculating the carbon footprint Bollé Brands has been calculating its carbon footprint since 2021. Sustainable development consultancy UTOPIES drew up the methodology and carried out the first carbon footprint assessment. The methodology is based on the GHG Protocol and the CO2e emissions are calculated for Scopes 1, 2 and 3. More than 99% of our emissions fall under Scope 3 and the majority of these emissions are related to the life cycle of our products.

Product life cycle emissions

These emissions are calculated by brand (Serengeti, Bollé, Bollé Safety etc.), product category (helmets, goggles, masks, etc.) and certain sub-categories (eco-friendly products, frame materials, etc.). For each

DEFINITIONS

Paris Agreement: signed by 193 members of the United Nations Framework Convention on Climate Change, this agreement aims to keep the increase in global average temperature well below 2°C above pre-industrial levels and preferably below 1.5°C.

Code of conduct: a set of business practices and standards that a company establishes and asks its stakeholders (employees, suppliers and other partners) to respect when entering into business relationships.

CO2e (CO2 equivalent): a unit of measurement to standardise the climate effect of different greenhouse gases. CO2 equivalent is the amount of carbon dioxide (CO2) that would cause the same contribution to climate change over a defined period of time (typically 100 years).

FY (Fiscal Year): our company's reporting period. It covers the period from April 1 to March 31 of the following year. For example, FY23 covers the period from 1 April 2022 to 30 March 2023.

Greenhouse gases (GHG): gases of natural or anthropogenic origin that absorb and re-emit part of the sun's rays, phenomena that cause the greenhouse effect.

Bio-sourced material: material derived from renewable organic matter (biomass), of plant or animal origin. Some of these materials can be used as alternatives to petrochemical-based plastics.

item in a brand/category/subcategory, we considered a representative product for which we calculated the CO2e emissions with a cradle-tograve approach. This methodology enabled us to build a carbon footprint highlighting our emission reduction levers.

Other programmes

• Scope 2: emissions related to energy consumption in our offices, locationbased methodology

• Other Scope 3 emissions: related to all expenditure not directly associated with the product life cycle. Spend-based method.

We improve the granularity of our carbon footprint every year and update older carbon footprints with the latest versions of our methodology.

Recycled material: this material can be derived from pre-industrial recycling (e.g. production off-cuts) or post-industrial recycling (e.g. end-of-life product recycling). It generally has a lower environmental impact than virgin materials.

Science-Based Target Initiative: an independent organisation that certifies companies’ CO2e emission reduction targets. It verifies that the short-term (5 to 15 years) and long-term (contribution to carbon neutrality) objectives are well aligned with the Paris agreements.

SDGs (Sustainable Development Goals): these goals are the 17 priorities for 2030, for economic and social development that respect people and the planet. They were adopted in 2015 by the UN.

Location-based method: a method of calculating Scope 2 greenhouse gas emissions based on the emission intensity of electricity from electricity grids. It differs from the market-based method, which calculates emissions from the intensity indicated on electricity supply contracts.

United Nations Global Compact: this initiative calls on companies to align their strategy and operations with the ten universal principles related to human rights, labour, environment and anti-corruption, and to take action to advance social goals and the implementation of the SDGs.

ESG is a topic that is changing our business every day. This transformation would not be possible without the involvement of our employees, suppliers and customers. We would particularly like to thank UTOPIES, a key partner, who supports us on a daily basis in the deployment of our ESG roadmap and on our objective to achieve B Corp certification by 2024. We would also like to thank our other partners who support us in ESG projects that are crucial to our business, including Outdoor Sports Valley, Gingko21, Tweener and Reputation Inc.

The environmental and social challenges we face call for a collective response. Thanks to the collaborative work of all our stakeholders, we are energised and motivated to help profoundly change our industry.

PHOTO CREDITS

Cover : Fabian Bodet - p.5 : Stéphane Candé - p.6 : Frédéric Bourcier / Stéphane Candé - p.7 : Sémaphore & Co - p.8 : Everste - p.9 : Frédéric Bourcier / Chris Clearyp.10 : Chris Cleary - p.11 : Chris Cleary - p.14 : Gabe l'Heureux - p.15 : Matthieu Latry - Studio Les Lumineurs - p.16 : Fabian Bodet - p.17 : Panamera - p.18 : Frédéric Bourcierp.20 : William Douglas - p.21 : Frédéric Bourcier - p.22 : Frédéric Bourcier - p.23 : Charlotte Navio - p.24 : Frédéric Bourcier - p.27 : Frédéric Bourcier - p.28 : Fabian Bodet / Frédéric Bourcier / William Douglas - p.29 : Layla Kerley.

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