ESG report 2023 by Bollé Safety

BE BEYOND

SUSTAINABLE DEVELOPMENT REPORT 2023

L I V E · WO R K · P L AY WE C REAT E I N N OVAT I V E SUSTA I N A B L E P R O DU C TS T HAT H E L P YO U L I V E L I F E TO T H E MAX .

EDITORIAL

THE COMMITMENT

FROM THE

GROUP CEO

AND FROM THE FROM THE

VICE-PRESIDENT HR AND ESG Welcome to our annual Sustainable Development Report, where we reflect on the journey we have taken over the past year, reaffirming our commitment to sustainability.

1 0 0 % OF K E Y SU PPLIE R S E N GAGE D IN E T HIC A L PR OG R E SS Over the past two years, all our key suppliers joined our sustainable procurement program and more than 50% of them have undergone SMETA audits, ensuring that our products are manufactured in fair and safe conditions. But we're not stopping there. We're dedicated to conducting a comprehensive review of our sustainable procurement process post-audit, aiming to better assist our suppliers in improving their practices.

35% REDUCTION IN CO 2 EMISSIONS P ER P RO D UCT BY 2027 Our goal to cut greenhouse gas emissions per product by 35% by 2027 isn’t just an ambition; it's a necessity. Aligned with the imperative of limiting global warming below 1.5°C by 2100, our targets are validated by the SBTi (Science-Based Targets initiative). We're bolstering our action plan with comprehensive measures, including Life Cycle Assessments and environmental assessments across our offices and supply chain.

COM M IT T E D TO N U R T U R IN G T E A M D E D IC AT ION A N D FOST E R IN G A FA IR WOR K PL ACE Our people are our greatest asset, and we're committed to enhancing their engagement. Continuously measuring employee satisfaction helps keeping our finger on the pulse of our workforce. Additionally, we're introducing a global communication coordinator role to strengthen both horizontal and vertical communication. We're also making a solid promise: 100% of our employees will receive a Living Wage, reinforcing our dedication to a fair and inclusive

5% REDUCTION IN OUR IMPAC T ON B I O DI VERSIT Y BY 2027

workplace.

This year, we've taken our first steps toward measu-

E SG R OOT E D IN OU R D N A

ring and reducing our impact on biodiversity with

Our commitment to ESG isn't just an initiative; it's

the Global Biodiversity Score (GBS). Beyond these

the bedrock of who we are. This year, an impressive

first steps – we aim to achieve a 5% reduction in our

92% of our employees joined Climate Fresk work-

footprint by 2027.

shops. Behind this success are 15 dedicated ESG ambassadors who organized 30 local initiatives, inspiring positive change within our organization. What's next? We're integrating ESG into our bonus scheme, a tangible way to recognize and reward those who champion sustainability.

We are proud to share with you the concrete actions that we have already taken in different areas. However, we are conscious that the challenges that we face are massive. Every day, we put our energy into building a responsible and sustainable company to secure a brighter future.

SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

CONTENTS 3

EDITORIAL

INTRODUCTION

6 GET TO KNOW BOLLÉ BRANDS BETTER 8 MAKE ESG A KEY ELEMENT OF OUR STRATEGY

01ENVIRONMENT

14 MITIGATE THE IMPACT OF OUR ACTIVITIES ON BIODIVERSITY 16 REDUCE OUR EMISSIONS OF GREENHOUSE GASES 19 FOCUS REDUCE THE ENVIRONMENTAL IMPACT OF OUR PRODUCTS AND PACKAGING 20 EXAMPLE OF OUR ECO-FRIENDLY PRODUCT RANGES 21 FOCUS LIFE-CYCLE MEASURING THE ASSESSMENTS ENVIRONMENTAL GAINS OF OUR ECO-FRIENDLY PRODUCTS 22 FOCUS REDUCE THE ENVIRONMENTAL IMPACT OF OUR OFFICES 23 FOCUS REDUCE THE ENVIRONMENTAL IMPACT OF OUR SUPPLY CHAIN 24 GUARANTEE THE SAFETY AND QUALITY OF OUR PRODUCTS

02 SOCIAL

28 DEVELOP THE DIVERSITY, INCLUSION AND ENGAGEMENT OF EMPLOYEES 30 ENSURE ETHICAL WORK PRACTICES IN OUR SUPPLY CHAIN

03 GOVERNANCE

34 PUT ESG AT THE HEART OF DECISION-MAKING 35 DEVELOP AN ESG CULTURE 37 COMMUNICATE TRANSPARENTLY WITH OUR STAKEHOLDERS 38

CONCLUSION APPENDIX

39 LINK BETWEEN OUR ESG STRATEGY AND SUSTAINABLE DEVELOPMENT GOALS 40 INDICATORS, PROGRESS AND OBJECTIVES 43 SPECIFIC METHODOLOGIES 44 DEFINITIONS

INTRODUCTION

GET TO KNOW BOLLÉ BRANDS BETTER OU R M ISSION

LIV E • WOR K • PLAY WE C R E AT E IN N OVAT IV E SU STA IN A BLE PR OD U C TS T HAT HE LP YOU LIV E LIFE TO T HE M AX.

W HO 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.

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

16 MILLIO N PRO DU CTS S O LD every year worldwide

KEY DATES

1888

Creation of the Bollé Safety division and brand.

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

1936

Robert and Maurice Bollé, known as the kings of eyewear, launched their first sunglasses and created the crown symbol as a guarantee of quality. I N TR O D U C T I O N

1994

1950

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

380 E MPLOYE E S

1960

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.

ORG A N I SATI ON At Bollé Brands, we design and distribute eye and head protection. We have a worldwide presence, and our activities

SAFETY

SPORT AND LUXURY

50% of turnover

Protective equipment for professionals

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

4 B R ANDS

2 DI VI SI ONS

are divided into 2 divisions and 4 brands.

OUR G LO BA L STRAT EGY In 2019, we revised our strategy to meet new technical, social and environmental challenges. The company's development is now built around 6 key elements: C USTO M ER F I R ST

DI GI TAL

E PIC

Improve the quality of customer service

Develop the company’s digital presence and visibility

Put innovation at the heart of the product development process

ES G

ST E P U P

E DP

Consider our social and environmental impact at every level of the company

Set up continuous improvement projects in all areas

2007

2015

2000

2021

Bollé launches its first line of cycle helmets.

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.

Efficiency, Delivery, Profitability

2011

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

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

2019

Bollé Safety reveals its Go Green sustainability plan.

SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

MAKE ESG

A KEY ELEMENT OF OUR STRATEGY

“

Each year, our focus on the environmental crisis and social challenges intensifies. We steadily integrate ESG across our daily operations, implementing robust tools and programs to engage all stakeholders on our sustainability path.” Quentin Chapelain, Global Head of ESG

OU R E SG A M BIT ION 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 in 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

First eco-friendly offers

2021

BE BEYOND definition of our ESG strategy

2022

Measuring our ESG impacts and setting our ESG objectives

O UR STAKEH OLDER ECOSYSTEM: DI A LOGUE AT EVERY L EVE L, INTERNALLY A N D EXTERNALLY

2023

• Publishing our first voluntary Sustainable Development report • Measuring our biodiversity footprint

STA KEHOLDER S INTERNAL Staff

The scale of the environmental and social challenges requires a collective response.

place tools for dialogue with our internal and external stakeholders. I N TR O D U C T I O N

TOOLS A N D GR OU PS TO IN TERACT WITH OU R STA KEHOLDER S 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)

EXTERNAL Suppliers

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

Customers

Annual satisfaction surveys, discussion platform to guide product development

Professional organisations

Outdoor Sports Valley, Union Sport et Cycle, United Nations Global Compact

Civil society

Athletes, ambassadors, websites, press

We are committed to working with our ecosystem, which is why we have put in

B Corp Certification

Managers

The impact of our activity extends beyond the boundaries of our company.

2024

OUR ES G ST R AT E GY

EN VI RO N M ENT

S OCI A L

GOV E R N A N C E

• Mitigate the impact of our activities

• Develop employee diversity, inclu-

• Become a B Corp certified company

on biodiversity

sion and engagement

• Develop an ESG culture at every

• Reduce our greenhouse gas emis-

• Ensure ethical labour practices in

level of the company

sions for Scope 1, 2 and 3

our supply chains

• Communicate transparently with

• Minimise the environmental impact

• Through our philanthropy strategy,

our stakeholders

of our products and packaging

support causes aligned with our values

We have structured our ESG strategy based on a materiality assessment completed in 2021, that highlighted the following ESG challenges for Bollé Brands:

BE BEYOND SECURING A BRIGHTER FUTURE

• Climate change • Circular economy • Hazardous substance management • Respect for human rights in the supply chain • Diversity, inclusion and employee well-being • Governance, accountability and transparency • Other key issues for Bollé Brands which are addressed by other programs in the company 1

Additionally, we recently identified biodiversity as a critical environmental topic. For each challenge, we have measured our impact and set action plans that are detailed in this report. We plan to renew this materiality exercise in the future to follow the evolution of our ESG challenges.

OUR CHALLENGES AND OUR V I SI O N F O R T HE FUT URE 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:

Operating licence, Data security, Product quality and safety

1 2 3

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 such as second-hand or rental (ongoing investigation) SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

CONTINUATION OF OUR JOURNEY TOWARDS B CORP CERTIFICATION

“

The B Corp movement is a global movement of people using business as a force for good. The certification is based on the B Impact Assessment (BIA), a holistic questionnaire built on international standards and certifications (GRI, ISO26000, etc.). It allows companies to improve their operational practices and assess the impact of their business model. Beyond certification, B Corp allows companies to join a community of pioneering businesses that aim to transform the economy to make it more inclusive, equitable, and sustainable. By committing to being a certified B Corp, Bollé Brands not only demonstrates the strength of its commitments and actions but also positions itself in a continuous improvement process.” Léa Brumter, Sustainability & B Corp Manager, UTOPIES

We have set a target of B Corp certification to pursue and structure our ESG roadmap.

W HAT IS B COR P? 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 Corp are companies that meet high standards of social and environmental performance, accountability, and transparency. It also promotes transparency as the performance record is published in a public B Corp profile. Today, more than 7,400 companies worldwide have obtained this certification.

W HY B COR P? • To incorporate ESG at the highest level of the company • To involve our teams in the long term • To guarantee the onboarding and maturity of our stakeholders • To rely on a framework for continuous improvement towards greater transparency, critical thinking and rigour when monitoring our activities • To exchange best practices with companies within the B Corp community

I N TR O D U C T I O N

OUR SELF-ESTIMATED B CORP SCORE IN MARCH 2023

62 points

OU R PR OGR E SS ON OU R B COR P JOU R N E Y We regularly monitor our progress using the B Impact Assessment, B Lab’s free platform designed to help measure and manage a company’s positive impact on its workers, community, customers and environment.

This score is the result of an internal

In 2022, we implemented a concrete action plan to

self-assessment and does not constitute a

become B Corp certified, identifying with the consulting

score validated by B Lab. We need to cross

agency UTOPIES key areas of progress to meet B Corp’s

the 80 points threshold to be certified. In

standards. Topics covered included reducing the environ-

March 2022, our score was estimated at 54.

mental impact of our offices, measuring our biodiversity footprint or standardising our working conditions for all our workers across the globe. Furthermore, we have implemented strategies to enhance our performance in ESG areas that have been well-established within our organisation, such as reducing our carbon footprint and strengthening ethical control within our supply chain. In the coming year, we plan to strengthen our employee engagement strategy and our compliance program.

SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

ENVIRONMENT

ur products have an environmental impact throughout their life cycle from the extraction of raw materials, through production, transport and use phase, until their end of life. Our company is aiming for strong growth in the next few years through the acquisition of new market shares and the commercialisation of products with higher added value. In this context, it is key that we accompany this growth with a sharp reduction of our products' environmental footprint, all along the value chain.

O UR EN VI RONMENTAL OBJECTIV E S

-5%

Reduce our static impact on biodiversity by 20271

SAFETY In 2025,

50%

of our top sellers,

and

100%

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

-35%

CO2e emissions per product by 20271

SPORT AND LUXURY

90%

of our products will be ECO-FRIENDLY by 2027 2

O UR PRO G RESS IN 2022-2023 In 2022, we recognized that the erosion of biodiversity was one of the most significant issues facing our civilisation as a whole. We therefore conducted our first biodiversity footprint assessment and set targets aligned with the recommendations of the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES). To further assess the environmental footprint of our products, we carried out a number of projects. We performed 5 Life Cycle Assessments on our main product categories, comparing standard and eco-friendly products, and conducted environmental assessments on all of our facilities and direct suppliers.

P RO GR E SS IN 2 02 2 - 2 02 3

1 2

TARG E TS

Reduction of CO2e emissions per product between -0.3% and -8% in 2022-2023, as a result of our efforts to reduce air freight

By 2027, we plan to massively source eco-materials and use low-carbon energy in production and reach -35% CO2e emissions per product

Eco-friendly product versions planned to launch in the beginning of 2024 on 4 of the 20 Bollé Safety top sellers

Safety – 50% of our top sellers are available in an eco-friendly version by 2025

29% of our product ranges were eco-friendly in 2022 - 2023 (vs. 8% in 2021-2022)

S&L – 90% of our products will be eco-friendly by 2027

See "Reduce our greenhouse gas emissions" See "Reduce the environmental impact of our products and packaging"

SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

MITIGATE THE IMPACT OF OUR ACTIVITIES ON BIODIVERSITY OUR APPROACH TO BIODIVERSITY After computing our Carbon Footprint in 2021, D I D YO U K N OW?

we came to the conclusion that the environmental threats we face are not limited to climate change. Indeed plastic pollution, land use, or even ecotoxicity also pose a threat to our ecosystems independently of climate change. As a result, we made the decision to adopt a more holistic approach to the mitigation of our environmental footprint. We evaluated our contribution

Since 1970, 69% of the world’s vertebrate population has disappeared.

to the loss of biodiversity in 2022 using the Caisse des Dépôts Biodiversité's Global Biodiversity Score. The adjustment of our operations is necessary to align our ambitions with the IPBES recommendations and

x10 The current extinction pace is 10 to 100 faster than any previous mass extinction.

to ultimately promote a world where sustainable living conditions prevail.

BOLLÉ BRANDS DESTROYED BIODIVERSITY OVER:

1 800

since its creation

in 2022 - 2023

football fields

THE GLOBAL BIODIVERSITY SCORE: MEASURING OUR IMPACT ON BIODIVERSITY The Global Biodiversity Score (GBS) quantifies the impact

the biodiversity impacts on terrestrial and freshwater

of a company’s activities on biodiversity. In a similar manner

ecosystems, taking into accounts five types of pressures:

to a Carbon Footprint Assessment, it assesses the impact

climate change, land use and land use change, ecotoxicity,

of both its direct activities and the one of its value chains.

hydrological disturbance and water eutrophication. The

A company’s Global Biodiversity Score (GBS) is measured

company’s impact through invasive species is not taken into

in MSA.km². An impact of 1 MSA.km² is equivalent to the

account, because there is no reliable data on this subject.

destruction of a biodiversity-rich area of 1 km² because of

• Time : > Static impact: represents the persistent impact

human activity.

on biodiversity caused by past impacts on biodiversity

A company’s GBS is calculated across several dimensions:

> Dynamic impact: impacts occurring during the

• Pressures and type of ecosystems: the GBS calculates

assessment period, usually over one year.

E NV IR O N M E N T

1 2 3 4 5

THE 5 MAIN PRESSURES IMPACTING BIODIVERSITY ACCORDING TO THE IPBES

LA N D USE

E XPLOITAT ION OF FOOD, M IN E R A L A N D E N E R GY R E SOUR C E S C LIM AT E C HA N GE POLLUT ION

IN VASIV E SPE C IE S OUR GLOBAL BIODIVERSITY SCORE IN 2022 - 2023 (BETWEEN APRIL 2022 AND MARCH 2023) Excl. ecotoxicity, see annex for details

TERRESTRIAL DY N A MI C I MPAC T

0.1 MSA.km²

AQUATIC

BIGGEST IMPACT FACTOR 76% linked to Climate

n/a

Change 80% linked to services

STAT I C IMPAC T

9.7 MSA.km²

0,6 MSA.km²

purchased 20% linked to raw material purchases

BIODIVERSITY RECOVERY: OUR LEVERS TO REDUCE OUR IMPACT

reduction by 2027

Our target is to reduce our dynamic impact by 2027 and to reduce by 5% our static impact on biodiversity by 2027 across all our scopes. We have identified two main levers of action: • Climate Change pressure: reduce the CO2e emissions of our products and packaging by 35% by 2027 • Land Use pressure: use almost 100% eco-packaging by 2025, meaning mostly use recycled or FSC certified paper and cardboard in all our packaging.

DI SC L A I MER As this is our first biodiversity footprint assessment, the following limitations and areas for improvement have been identified: • Conversion factors for material purchases are based solely on European data, leading to an underestimation of our global impact, considering our material sourcing from regions such as Asia.

• The current assessment likely overestimates the impact of services purchased, constituting 80% of our static impact. Efforts will be made to enhance the accuracy of this assessment in future reports. • Recognizing the ambitious nature of our absolute impact reduction target, we acknowledge potential challenges within a high-growth context and may refine this target in subsequent assessments.

SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

REDUCE OUR EMISSIONS OF GREENHOUSE GASES

O UR CARBON FOOT PRINT

+4714 TCO e

2 OT H E R S CO P E 3 E MISS IO N S (purchase of services and travel)

32% 125 TCO2e

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

R AW M ATERI A L S Purchasing product components

47%

4476 TCO2e P R ODUC TI O N Energy consumed by manufacturers

6624 TCO2e

WASTE I N P R O DUC TI ON Waste and scraps generated in manufacturer’s production process

2% 4%

422 TCO2e

STOR AG E

Energy consumed by storage centres

1302 TCO2e

UPSTREAM TRANS PORT from suppliers to storage centres

452 TCO2e

D IST R IBU T ION from storage centres to end customers

219 TCO2e E NV IR O N M E N T

E N D OF LIFE Waste collection and processing

538 TCO2e

D I D YO U KN OW ? Greenhouse gas 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 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.

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

99% of the group’s emissions are in its Scope 3

Total emissions generated by Bollé Brands between April 2022 and March 2023. In 2021-2022 Bollé Brands emitted 21 ktCO2e. In 2022 - 2023, we have significantly reduced our emissions. This reduction can be attributed to our concerted efforts to lower the emissions associated with our products and to a decrease in the quantity of products sold. The Group's strategic emphasis on marketing high value-added products has played a pivotal role in this achievement.

19 ktCO2e

T HE EQU IVA LE N T OF

11 000 Paris - New York return trips by plane

2 000 Car journeys around the world

3 80 0 People over one year

BREAKDOWN OF SALES BY PRODUCT TYPE (by % of units sold)

30 0 0 0 0 Mobile phones produced

BREAKDOWN OF GREENHOUSE GAS EMISSIONS BY PRODUCT TYPE 1

Safety glasses 72%

40 % Face shields 9%

12 %

Safety goggles

G REEN HO U S E G ASES: W HAT A RE T HEY? Man-made greenhouse gases (mainly CO2) are the cause of climate change. Climate change is

12 %

6% Eyewear 4% Goggles 3%

generally associated with an average increase in temperature, compared to a pre-industrial level.

14% Helmets

15% Other

< 1%

1 This data only represents the breakdown of product-related emissions. It does not include emissions from offices or other purchased services.

SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

O UR GOALS REDUCE OUR GREENHOUSE GAS EMISSIONS Our targets have been validated by the Science-Based Target Initiative (SBTi) meaning that they are aligned with maintaining global warming below 1.5°C 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. Drastically reduce our emissions by 90% and offset residual emissions on Scopes 1, 2 and 3 by 2045.

To curb the impacts of climate change, the IPCC reminds

C L IMAT E CH ANGE C H ALLENGES AND O UR GREENH OUSE G ASES EMISSIONS

us that we need to rapidly reduce our greenhouse gases emissions to limit the average temperature increase to well below 2°C by 2100. Reducing our greenhouse gas emissions throughout our value chain is a key issue for us. Between 2021 and 2023, we have reduced the CO2e emissions of our products between 0.3% and 8% depending on the product categories. This is mostly due to a reduction of air freight across our operations. We have developed a concrete action plan to achieve a 35% reduction by 2027.

OUR ACTION PLAN TO REDUCE OUR GREENHOUSE GASES EMISSIONS To contribute to carbon neutrality, our action plan has three distinct steps.

MEASURE

REDUCE

COM PE N SATE

We carried out three iterations of

We have identified three main emission

Our long-term goal is to contribute

our carbon footprint for Scopes 1,

reduction levers and set action plans

to carbon neutrality. In addition to

2 and 3. We regularly update our

accordingly:

our medium-term greenhouse gas

emissions counting methodology to

• All our brands have targets to

reduction targets, we are exploring

improve its accuracy and granularity.

increase the share of recycled and

initiatives and projects that allow us

To compare the impacts of standard

bio-based materials in their products

to offset our residual CO2e emissions.

and eco-friendly products, we

and packaging (-5% to -10% CO2e

performed 5 comparative Life Cycle

per product);

Assessments on our main product

• By 2027, we plan to use 55% low-

categories.

carbon energy in the production of our products (-20% CO2e per products); • We will continue to minimize air freight across our operations (-6% per product).

E NV IR O N M E N T

FOCUS

REDUCE THE ENVIRONMENTAL IMPACT OF OUR PRODUCTS AND PACKAGING 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 impacts, we have built a clear and transparent definition of what we consider to be eco-friendly products.

OUR OBJECTIVE: TO MINIMIZE THE ENVIRONMENTAL IMPACT OF OUR PRODUCTS AND PACKAGING

P R O GR E SS IN 2 02 2 - 2 02 3

TARG E TS

SA F E T Y D I V I S I O N

SAFE T Y DIVIS IO N

• In the beginning of 2024, we will launch 4 eco-friendly

• By 2025, 50% of our top sellers and all our new products

versions of our top sellers. These top-sellers represent

will have an eco-friendly version

around 20% of our volumes

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

• In 2023, all our standard packaging are being

• Every innovation will help reduce the environmental foot-

replaced in a running change with 100% eco-packaging

print of our products from 2024 onwards

SP ORT A N D LUXU RY DI V I S I O N

S PO RT AND LUXU RY DIVIS IO N

• 29% of our range in March 2023 was eco-friendly and

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

we plan to reach more than 50% in March 2024

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

DEFINITION At Bollé Brands, a product must meet a set of prerequisite conditions and fulfil at least one of the following product's criteria to be designated as eco-friendly. P R E R E Q U IS I T E S Must check all prerequisites

PRO DU CT CRIT E RIA

Must check at least one of the criteria

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

> 20% recycled or bio-sourced materials

No direct competition with food for people or animal feed

> 50% longer life span

No increase in CO2e emissions compared to an equivalent standard product

> 20% energy reduction in production processes

Any communication should clearly state the environmental benefit of the product

> 20% reduction in CO2e emissions compared to a standard equivalent

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

95% of the product is recyclable (identified collection and recycling partners)

SU STA I N A B LE DEVELOPMEN T R EPORT 2 02 3

EXAMPLE OF

OUR ECO-FRIENDLY PRODUCT RANGES E CO BLA N C A 100% recycled strap 45% bio-based frame Ski goggles, Bollé

E CO AV IO M IPS 100% recycled EPS 100% recycled webbings Cycling helmet, Bollé

K L ASSE E 45% bio-based frame (castor oil) Prescription protection eyewear, Bollé Safety

BAC A LL eco-acetate frame

BO U N D LESS 45% bio-based frame (castor oil) Sunglasses, SPY E NV IR O N M E N T

35% bio-based material in the product Sunglasses, Serengeti

FOCUS

LIFE-CYCLE MEASURING THE ASSESSMENTS ENVIRONMENTAL GAINS OF OUR ECO-FRIENDLY PRODUCTS

Between April 2022 and March 2023, we carried out 5 Life Cycle Assessments on 10 products with an independent consulting company, following the Environmental Footprint 3.0 methodology, recommended by the European Commission. We compared the environmental impacts of standard products and their eco-friendly equivalent sold by our different brands.

“

D I D YOU KN OW? A Life-Cycle Assessment measures the impact of a given product on 16 different dimensions, including climate change, resource depletion, pollution, toxicity, eutrophication and acidification. The analysis is based on a product’s whole life cycle: from raw materials extraction, production and transport to distribution, use and end of life.

I L LUSTRATI VE L I F E-CYC L E ASS ESSMENT RES U LTS (CO2e results only)

End of life Waste coating

Transport & distribution Accessories & pack Processing

-30%

CO2 EMISSIONS (kgCO2e) End of life Waste coating Transport & distribution Accessories & pack Processing

smaller lens, recycled nylon frame, ecopackaging

We envision a future where safety and sustainability coexist, leaving a lasting legacy of protection for both people and our planet. Our ambition is crystal clear: a 35% reduction in carbon footprint per product by 2027. We tirelessly strive to harmonise performance, fit, and comfort with sustainability, scrutinizing our carbon footprint throughout the product lifecycle.” Anne-Sophie François, VP Brand Bollé Safety

K E Y TA K E AWAYS Our current development of eco-friendly products provides CO2e reductions (between 3% and 30%) with no or little negative impacts on other aspects. Raw materials extraction and production represent more than 85% of the total environmental impact (climate change, resource depletion, acidification, etc.), significantly higher than transport, distribution, and end of life put together.

Raw materials Raw materials

N E XT ST E PS In order to accelerate the development of eco-friendly products, we are planning to implement a tool to carry out simplified LifeCycle Assessments and train our product development teams

Rush +

Solis Go Green

on using it. SU STA I N A B LE DEVELOPMEN T R EPORT 2 02 3

FOCUS

REDUCE THE

ENVIRONMENTAL IMPACT OF OUR OFFICES

We have 7 offices across the world. Our French, American and Australian offices gather more than 80% of our employees. In 2023, we carried out a complete internal environmental audit of our facilities, to measure our consumption of gas, electricity, water, and waste and subsequent greenhouse gas generation. Although our direct operations only represent a small fraction of our global impact, it is our duty to demonstrate leadership in improving our environmental footprint.

OU R R E C E N T AC T ION S

“

To minimize the environmental impact of our offices, we have developed an environmental policy with our office managers. In

In Australia, we installed solar panels on the roof. The system went live in April 2023 and we have a year to date total CO2 emissions reduction of 28,627 kg. A very positive result for all involved.”

2023, we implemented ambitious actions to drastically improve

Trevor Johnston, VP Operations and Finance, APAC

France and worked with a local association Mouvement

our environmental impact starting 2024. • We renovated our office in the United Kingdom and installed a new and more efficient boiler. • We installed solar panels to power our Australian offices, which will cut our Scope 2 emissions by more than 30% in 2024. We also purchased renewable electricity to power our French offices and are investigating similar options for our offices in California. • We created a working group in our headquarters in de Palier to review and improve our waste sorting program. • We implemented recycling program in each of our main facilities to sort and recycle at least plastic and paper wastes.

O U R IMPACTS (between April 2022 and March 2023) SCO P E 1 & 2

125 tCO2e

-30% (vs.2021)

% RENE WAB L E EN ERGY

40%

75%

WATE R CO N SU MP T I O N

2 333 m3

-5% (vs. 2022-2023)

WAST E TO LANDFILL OR I N C I N E R AT I O N E NV IR ON M E N T

O U R 2027 TARG ETS

18.5 tons

-15% (vs. 2022-2023)

FOCUS

REDUCE THE

ENVIRONMENTAL IMPACT OF OUR SUPPLY CHAIN

At Bollé Brands, we work with trusted partners to manufacture our products. In 2023, we performed an environmental assessment of our supply chain, using environmental questionnaires and SMETA audit results. These assessments covered all our product categories and more than 75% of our global production. Based on our analysis, we developed an ambitious action plan to support our suppliers in reducing their environmental impact.

O UR G OA LS

-35%

55%

OU R AC T ION PLA N For 2024, we decided to help our suppliers to source low-carbon electricity for their production. We identified two main levers for this decarbonation:

CO2e emissions per

of low-carbon

• Self-producing low-carbon electricity by installing solar panels in

product by 2027

electricity by 2027

the manufacturing sites;

80%

75%

of our suppliers must

of waste from

have reduced their

production recycled

water consumption

by 2030

by 10% by 2030

• Purchasing low-carbon electricity through Power Purchase Agreements or Guarantees of Origin. Our environmental assessment helped identify key suppliers that already minimize their environmental impact, using renewable electricity and the implementation of internal recycling practices. We have chosen to strengthen our partnerships with these suppliers and showcase them as examples to encourage our other suppliers to adopt similar best practices.

OU R C HA LLE N GE S A N D PR OSPE C TS FOR T HE FU T U R E

“

We have ambitious goals, so our role is to explain the purpose of our approach, but also to help our suppliers find appropriate turnkey solutions. To increase efficiency, we have selected local players who are experts in their fields and who can provide operational support to our suppliers.”

1 2 3 4

Support our suppliers in calculating their greenhouse gas emissions

Support our suppliers in adopting best-in class practices Investigate cost-effective solutions to source low-carbon electricity

Partner with other companies to incentivize our suppliers to accelerate their decarbonization plans, through professional associations.

Jean de Chalus, Sourcing Coordinator

SU STA I N A B LE DEVELOPMEN T R EPORT 2 02 3

GUARANTEE

THE SAFETY AND QUALITY OF OUR PRODUCTS

OU R C HA LLE N GE S We must ensure that our products and production processes do not contain substances that are harmful to our consumers and the environment. This is why we have drawn up a Restricted Substance List.

OU R AC T ION S

1 2 3

We have drawn up a Restricted Substance List for our products, that is updated twice a year to be compliant with the evolution of the regulations.

In 2023, we implemented a complete product control process and verified that more than 99% of our products are compliant with our Restricted Substance List. We are still checking some of our models to reach 100% of compliant products in 2024.

D I D YO U K N OW?

We carried out SMETA audits in our suppliers’ production sites and controlled their management

Harmful substances are substances that may pose a risk to human health or the environment. They may be used in production processes or be present in products. Several laws list and regulate their use such as the European Union's REACH regulation, the CPSIA, Proposition 65 in California and the WorkSafe ACT in Australia.

of hazardous substances. While most of our suppliers properly handle them, we noticed a few situations where suppliers need to improve their practices to eliminate any risks of local pollution. Every time a non-compliance was detected, we assisted our suppliers in correcting it in due time, in the timeframe required by a third-party auditor.

O UR CH ALLENGES A N D PROS PECTS FO R TH E FUTURE E NV IR O N M E N T

1 2 3

Production site: continue to support our suppliers to improve their use and management of hazardous substances Products: verify that the remaining unchecked products in our ranges (<1%) are compliant with our Restricted Substance List

Renew our product verification process every six month

“

To ensure a high level of protection of human health and the environment against harmful substances, we offer products that are more eco-friendly and that follow our Restricted Substance List (99% for our current Sport & Luxury and 100% for Bollé Safety products). We also keep a close eye on regulatory monitoring, like for example PFAS (Per- and polyfluoroalkyl substances). These substances are globally identified and will be under restrictions in a few years because they are harmful to human and environmental health. Currently, we don’t have any PPE products which contains PFASs above the tolerance threshold. ” Caroline Rosenblatt, Quality and Compliance Assistant

SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

SOCIAL

ithout the women and men involved, our business could not exist. As for the environmental pillar, we seek to measure and improve our social impact across our entire value chain.

We have identified 3 priority areas for action:

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

Develop the diversity,

Through our philanthropy,

inclusion and engage-

support causes aligned

ment of our employees

with our values

WHERE DO WE STAND? There are

and

of women in the Executive Committee

of our employees identify as women

40% 96%

“

42%

of our strategic suppliers have signed our Code of Conduct. We are working with the remaining suppliers to onboard them on our sustainable procurement process.

SOC I A L INDIC ATO R S

Each day, ESG becomes more ingrained in our company culture. We continually empower people to actively participate in building a more sustainable world and reward their efforts.” Sabine Beaudoin, VP HR & ESG

31/03/22

31/03/23

O B JE CT IVE S

Strategic suppliers who have signed our Code of Conduct

91%

96%

100% in 2023

Strategic suppliers who have had a SMETA audit in the last two years

49%

50% by 2023

Share of employees identifying as women in the Group

46%

42%

>40% at all times

Share of women in the Executive Committee

50%

40%

>40% at all times

Employee engagement score

68/10

75 in 2027

O UR C HA L L E NGES A ND P ROSP ECTS F O R 2 024

1 2 3

Ensure that all our employees are paid a Living Wage Follow our employee engagement survey results, improve internal communication between all our brands and geographies Review our process to solve non-compliances reported in our suppliers’ SMETA audits SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

DEVELOP THE

DIVERSITY, INCLUSION AND ENGAGEMENT OF EMPLOYEES

The work and dedication of our employees represent the foundation of our company. We firmly believe that fostering inclusive work practices and enhancing employee engagement are key factors in achieving our company’s success.

D IV E R SIT Y Today, we are addressing gender equity and diversity. We are proud to see this as integral to our values. 42% of our workforce is made up of individuals who identify as women and this figure is 40% 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.

EMP LOYEE ENGAGEMEN T We have set up an employee engagement survey within

satisfaction at work and attrition, we have calculated an

the company. This anonymous annual questionnaire

overall employee engagement score of 68/100 and aim

covers various aspects of the lives of employees, such as

to improve this to 75/100 by 2027. To improve working

working conditions, management and vision of the com-

conditions for our employees, we have renovated 80% of

pany. With a response rate of 90%, 68% of our employees

our offices over the last two years and we offer several

said they were satisfied or very satisfied at work. Based

services to promote health and well-being (fair trade coffee,

on several representative questions correlated with

fruit baskets, sport sessions, wellness workshops, etc.).

S O C IAL I NDIC ATO R S

S OC I A L

31/03/22

31/03/23

O B JE CT IVES

Share of employees identifying as women in the Group

46%

42%

>40% at all times

Share of women in the Executive Committee

50%

40%

>40% at all times

Employee engagement score

68%

75% in 2027

O UR C HA L L ENGES AND PROS PEC TS FOR T HE FU T U R E Following our employee engagement survey, we worked with all the teams within the company to identify key actions to address our main engagement challenges. In the coming year, we plan to:

Improve internal communication across our brands and our geographies through digital tools and more regular internal meetings

2 3

Develop a sense of belonging with more regular events and employee participation in associative actions Develop trainings focused on cultural gaps, and ethical behaviours in the workplace (inclusion, alignment with our Code of Ethics, anti-harassment etc.). SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

ETHICAL WORK PRACTICES IN OUR SUPPLY CHAIN ENSURE

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 within their supply chain.

WHAT WE DID In 2023, we carried out several four-pillar (Labour Standards, Health & Safety, Business Ethics, Environment) SMETA audits to control the practices of our suppliers. We assessed non-compliances, mostly related to the respect of health and safety measures, the number of working hours, and the handling of hazardous substances.

S O C IAL I NDIC ATO R S

31/ 12/22

31/03/23

O B JE CT IV ES

Strategic suppliers who have signed our Code of Conduct

93%

96%

100% in 2023

Strategic suppliers who have had a SMETA audit in the last two years

40%

49%

50% in 2023

OU R C HA LLE N GE S A N D PR OSPE C TS FOR 2024 To better engage all relevant stakeholders and address

“

our suppliers' non-compliances, we will examine our sustainable procurement process by:

As global focus on ethics grows, supplier ethical control processes are crucial in mitigating legal and commercial risks, meeting regulatory requirements, and fulfilling our social responsibility commitment at Bollé Brands.” Jean Dumant-Liczko, Group Legal Director

S OC I A L

1 2 3 4

Revamping the process to track non-compliance verifications Creating a decision tree to modify our action plans based on the criticality of the non-compliance Communicate more broadly on our suppliers’ corrective actions and corresponding results Better integrate ESG in our supplier evaluation processes

O UR SUP P LY CHAIN RISK MA NAG EMENT PROCESS

SU P P L I ER CO MMI TMENT H U

AN HEA D SA LTH FE T

Our suppliers sign our Supplier Code of Conduct. This

G RI

ORRUPTION ANTI-C

S HT

legal document requires them to comply with social and

Results: At the end of March 2023, 96% of our strategic

WO RK CON DIT I ON S

with the code.

SUPPLIER CODE OF CONDUCT

ENT ONM VIR

audit our suppliers and sanction them for non-compliance

environmental regulations and standards. It allows us to

suppliers had signed our Code of Conduct (vs. 93% in 2022).

RI SK ASSESSMENT

SE LFASSE SSM E N T QU E ST ION N A IR E

With the tools provided by SEDEX, we assess our suppliers

Every year, we ask our suppliers to

on two criteria:

complete a self-assessment question-

1 • the risk inherent to each business, according to its sector

naire on the SEDEX platform about

of activity and location.

their social and environmental practices.

2 • the risk associated with

Result: 93% of our strategic suppliers

High risk of non-compliance

the production site, using a

had completed their questionnaire at

self-assessment questionResults: (see graph) • we represent the assessed suppliers in a compliance risk matrix.

the end of March 2023 (vs. 89% in 2022). Inherent risk score

naire and its previous audits.

• only 3 assessed suppliers have a high risk of non-compliance (average risk score >6/10).

5 Site characteristics risk score

AUDIT

IM PLE M E N T IN G COR R E C T IV E AC T ION S

We assess our strategic suppliers

We implement corrective actions based on audit results and the

through SMETA audits conducted by

criticality level of any identified non-compliance.

independent accredited auditors. We

• Critical non-compliances: we work with our suppliers to resolve

prioritise suppliers with a high risk of

them as soon as possible, in the timeframe required by the auditor,

non-compliance.

and follow up on a case-by-case basis.

Results: at the end of March 2023, 22

• Other non-compliances: these mainly concern protective equip-

SMETA audits or equivalents (e.g. BSCI)

ment, working hours and hazardous substance management.

were carried out on suppliers in the two

In these cases, we ask our suppliers to correct their non-

previous years.

compliances in the timeframe required by the auditor and check overall progress 2 to 3 times a year. SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

GOVERNANCE

overnance is the set of processes put in place to achieve our social and environmental objectives. We have identified three main areas of engagement:

P UT ESG AT T HE HEA RT OF OUR DEC I SION MAKING

COM M UN IC AT E T R A N SPA R E N T LY WIT H OUR IN T E R N A L A N D E XT E R N A L STA KE HOLD E R S

DEVELO P AN ESG C ULT UR E WIT HIN OUR COMPAN Y

OU R M A IN GOV E R N A N C E GOA LS

PUT ESG AT THE HEART OF OUR DECISION-MAKING Become a B Corp certified company in 2024

DEVELOP AN ESG CULTURE AT ALL LEVELS OF THE COMPANY

In 2023, we developed our ESG program at all levels of the company, by leveraging on existing resources across our teams but also by creating new positions, such as a Compliance officer or ESG interns. Between 2022 and 2023, our 15 ESG Ambassadors

100 % 15

of employees will be trained on ethics and ESG by 2024

ESG AMBASSADORS, helping develop our ESG culture within the company

carried out 30 initiatives to raise employee ESG awareness and trained more than 92% of our workforce to the Climate

Finally, we also expanded our internal and external

Fresk, a workshop designed to thoroughly understand cli-

communication on ESG by releasing our first Sustainable

mate change and its impacts. We didn’t meet our objective

Development Report and by sharing more specific ESG

to reach 100%, but we plan on training newcomers and

content internally, with our main stakeholders and on our

the remaining 8% of our employees by the end of 2024.

different websites.

OUR C HA L L E NGES AN D PROSP ECTS F OR 2 024

1 2 3

Become B Corp certified Review and develop our Compliance and Ethics program Enhance our internal communication strategy SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

PUT ESG AT THE HEART OF DECISION-MAKING Bollé Brands Group’s management is convinced of the significance of ESG in its 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 in 2024.

OU R GOV E R N A N C E GOA L S BECOME A B CORP CERTIFIED COMPANY IN 2024

O UR ES G ORGANISAT ION We have set up an organisation involving all levels of responsibility to help gradually develop ESG across the company.

E S G AMB ASSADO RS

CEO

VP RH / ESG

E S G MANAG E R

Thematic working groups (development of eco-friendly offers, employee engagement, etc.) G OV E R N A N C E

Spreading the ESG culture

E S G INT E RN

ESG strategy and coordination

Operational roll-out of commitments

DEVELOP AN ESG CULTURE

“

ESG must be integrated into Bollé Brands’ overall operations. We have therefore a dedicated role: the ESG ambassadors. 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

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.

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

I am proud to be an ESG Ambassador and have the chance to help make positive changes. Through the running of the Climate Fresk workshops I felt it help me and my colleagues see the bigger picture of the global impact of climate change through a fun and interactive experience. It really got the conversations flowing in the office about our influences on the environment and how we as individuals can make a positive change to the future today.” Aaron Noble, Customer Service Leader Bollé Safety APAC, ESG Ambassador

• Organise at least two local initiatives per year

G OV ERN A N C E I NDIC ATO R S

31/03/23

O B JE CT IVE S

Employees that took part in Climate Fresk workshops

92%

100% by 2024

Employees trained on Ethics

100% by 2024

ESG Ambassadors

15 at all times

Local ESG initiatives over the past 12 months

30 every year

OUR 2023 PR OGR E SS 92% of our employees took part in the Climate Fresk. These fruitful sessions allowed employees to understand in detail the causes and consequences of Climate Change and to collectively discuss decarbonation solutions and pathways for Bollé Brands. The results of these discussions were used to strengthen our carbon reduction strategy. We regularly organize Climate Fresk sessions for newcomers and for the remaining employees, with the objective that 100% of employees have participated by 2024. SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

O UR ES G AMBASSADOR S’ I N I TIAT IVES Between April 2022 and March 2023, our ESG ambassadors carried out 30 local initiatives across all our offices. They chose to focus on actions to improve our environmental impact, employees’ health and well-being, as well as volunteering events.

1 2 3

1• Implementation of composting in our office (USA) 2• Clothes repair workshop (France) Partnership with Goodloop / 10 participants 3• Volunteering event with the FREO2 foundation (Australia) Support in the assembly of respiratory devices for toddlers and babies in rural sub-Saharan Africa

“

For a day, we asked GOODLOOP to set up their mobile repair workshop within our premises to mend the clothing and sports equipment of our employees. This initiative provided an opportunity to demonstrate that repair is a simple act, but it also allowed us to engage in discussions about our commitments to make our outdoor sports practices more sustainable.” Alexis Josserand, Brands Visibility

OU R E SG A M BASSA D OR S PR OGR A M We will continue our ESG ambassador’s program. Additionally, we’ve opted to establish collaborations with nearby local associations. Within each of our office locations, our staff will have the opportunity to choose one or two associations. Subsequently, we will propose product donations and enable each employee to dedicate some volunteering time to support these associations.

G OV E R N A N C E

COMMUNICATE TRANSPARENTLY WITH OUR STAKEHOLDERS

W HAT D OE S IT E N TA IL? The aim of transparent communication is to interact with and be understood by as many people as possible, both internally and externally. This exercise highlights our successes and challenges for the future and fosters confidence, pride and commitment of our stakeholders.

OU R C HA LLE N GE S There are two levels of information, internal and external. Internally, we communicate regularly about the company’s strategic decisions and our ESG progress, to ensure that all our employees have the same level of information. Externally, we discuss and reflect with our stakeholders and present the concrete milestones of our approach.

G OV ERN ANC E INDIC ATO R S

31/03/23

O B JE CT IVE S

Annual presentations to employees

2 per year

Annual ESG report

1 per year

O UR AC TI O N S Internally, various communication channels have been set up to discuss ESG issues:

Communication visuals and videos to presents our ESG strategy and policies

Annual presentations of the company’s financial results and strategic directions to employees

Creation of a new position to improve internal communication across the Group, considering brands and geographic specificities

Externally, we inform our stakeholders through our ESG policies, websites and brand-specific press releases. SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

CONCLUSION

The Fiscal Year 23 was a crucial year for our ESG program as we aim to become B Corp certified in 2024. We have formulated strategies and action plans on issues such as biodiversity or our office environmental impact. Additionally, we have improved how we approached key impact areas, such as climate change or sustainable procurement, all the while fostering an ESG culture within our organization.

Our objective for the coming year is to accelerate our B Corp certification process and to focus on key improvement areas, namely:

Restructuring our global HR KPIs database

Investigating partnerships with local associations in our various office locations

Revamping our ethics and compliance program

Every day, we are becoming increasingly aware that ESG items pose evolving challenges for both our company and society at large. This awareness propels us to consistently go beyond existing practices and standards to find collective solutions to social and environmental challenges. Our B Corp certification goal for 2024 serves as a pivotal objective, pushing us to continually enhance our ESG practices, and integrate them in our core business.

APPENDIX

LINK BETWEEN

OUR ESG STRATEGY

AND SUSTAINABLE DEVELOPMENT GOALS

MAX IMIS E O U R POS IT IVE IMPACT

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

MINIMIS E O U R NE G AT IVE IMPACT

Reduce our CO2e emissions

Minimise the environmental impact of our products and packaging

A N I N TEG RATED APPROACH TO S USTA I N A B L E DEVELOPMENT G OAL S ( SDG S)

Ensure ethical labour practices in our supply chain

Our approach, aligned with Sustainable Development

Develop the diversity, inclusion and engagement of our employees

Goals, aims to maximise our positive impact and minimise our negative impact.

L I NK W I TH TH E UN GLOBAL COM PAC T 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.

L I NK BETW EE N TH E UN GLOBAL CO MPAC T A ND T HE S DGS

HU MA N R I GHTS 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 LA B OU R 3• Businesses should uphold the freedom of association and the effective recognition of the right to collective 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 terms of employment and occupation EN VI R ON MEN T 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 A N TI -COR R U PTI ON 10• Businesses should work against corruption in all its forms, including extortion and bribery SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

APPENDIX

PROGRESS AND OBJECTIVES INDICATORS,

ENVIRONMENT INDICATORS

UNIT

FY21

FY22

FY23

FY23 vs 21

Terrestrial dynamic impact

MSA.km²

0.16

0.13

-21%

Terrestrial dynamic impact – Climate Change

MSA.km²

0.09

0.08

Terrestrial dynamic impact – Land Use

MSA.km²

0.06

0.04

Terrestrial static impact – excl. ecotoxicity

MSA.km²

14.0

9.7

Terrestrial static impact - ecotoxicity

MSA.km²

4.6

3.5

Aquatic static impact – excl. ecotoxicity

MSA.km²

1.0

0.6

Aquatic static impact - ecotoxicity

MSA.km²

0.8

0.6

Safety Spectacle

kgCO2e/product sold

0.48

0.47

Safety Goggles

kgCO2e/product sold

2.01

Bollé Spectacle

kgCO2e/product sold

Bollé Goggles

OBJECTIVES

BIODIVERSITY (ALL SCOPES)

-31%

-5% (FY27 vs. FY22)

-40%

-5% (FY27 vs. FY22)

0.47

-3%

-35% (FY27 vs. FY21)

1.85

1.88

-8%

-35% (FY27 vs. FY21)

1.32

1.34

1.27

-4%

-35% (FY27 vs. FY21)

kgCO2e/product sold

3.91

3.60

3.73

-4%

-35% (FY27 vs. FY21)

Bollé Helmet

kgCO2e/product sold

6.72

6.07

6.44

-4%

-35% (FY27 vs. FY21)

Serengeti Spectacle

kgCO2e/product sold

1.52

1.43

1.44

-5%

-35% (FY27 vs. FY21)

SPY Spectacle

kgCO2e/product sold

1.25

1.31

1.24

-0,3%

-35% (FY27 vs. FY21)

SPY Goggles

kgCO2e/product sold

4.72

4.33

4.41

-6%

-35% (FY27 vs. FY21)

SPY Helmet

kgCO2e/product sold

7.69

6.87

7.24

-6%

-35% (FY27 vs. FY21)

Scope 1

tCO2e

3.5

-30%

-30% (FY27 vs. FY22) -42% (FY30 vs. FY22)

Scope 2 – location-based

tCO2e

141

146

Scope 2 – market-based

tCO2e

128

121

-5%

-30% (FY27 vs. FY22) -42% (FY30 vs. FY22)

SCOPE 3 – PRODUCTS

tCO2e

19,604

15,643

14,034

Scope 3 – cat.1 – Product purchases

tCO2e

15,234

13,130

11,523

Scope 3 – cat.1 – Storage services

tCO2e

1020

1302

Scope 3 – cat.4 – Upstream transportation

tCO2e

1637

518

452

Scope 3 – cat.9 – Downstream distribution

tCO2e

861

404

219

Scope 3 – cat.12 – End of life of sold products

tCO2e

851

571

538

SCOPE 3 - OTHER

tCO2e

5710

4714

Scope 3 – cat.1 – Purchases of services

tCO2e

4375

3565

Scope 3 – cat.6 – Business travels

tCO2e

659

684

Scope 3 – cat.7 – Employee commuting

tCO2e

676

465

CO2 EMISSION INTENSITY

CO2 EMISSIONS FY23 VS FY21

41 INDICATORS

UNIT

FY21

FY22

FY23

FY23 vs 21

OBJECTIVES

Sport and Luxury - percentage of eco-friendly products

% ranges

29%

90% by end 2027

Sport and Luxury - percentage of eco-friendly packaging

% ranges

12%

39%

100% by end 2025

Safety - percentage of top 20 products available with an eco-friendly version

50% by end 2025

Safety - percentage of new models available with an eco-friendly version

100% by end 2025

Safety - percentage of eco-friendly packaging

% sales

0.23%

0.7%

95% by end 2024

% sales

60%

99%

100% by end 2027

OTHER ENVIRONMENTAL DATA ECO-FRIENDLY PRODUCTS

POLLUTION % of verified products aligned with our restricted substance list

OFFICES (SHARED BY ALL BRANDS AND DIVISIONS) Gas consumption

MWh

-30%

Electricity consumption

MWh

285

292

+2%

% renewable electricity

37%

40%

+3%

75% by 2027

Water consumption

2810

2333

-17%

-5% by 2027

Waste generation

ton

30.7

29.3

-5%

% recycled waste

36%

37%

+1%

Waste to landfill

ton

19.6

18.5

-6%

-15% by 2027

CO2 EMISSIONS PER DIVISION – SCOPE 3 PRODUCTS INDICATOR SAFETY DIVISION

tCO2e

15 756

11 170

9 018

Scope 3 – cat.1 – Product purchases

tCO2e

12,504

9758

7787

Scope 3 – cat.1 – Storage services

tCO2e

342

432

Scope 3 – cat.4 – Upstream transportation

tCO2e

1428

385

234

Scope 3 – cat.9 – Downstream distribution

tCO2e

752

263

191

Scope 3 – cat.12 – End of life of sold products

tCO2e

730

422

374

INDICATOR SPORT & LUXURY DIVISION

tCO2e

3 848

4 473

5 016

Scope 3 – cat.1 – Product purchases

tCO2e

2731

3372

3737

Scope 3 – cat.1 – Storage services

tCO2e

677

678

870

Scope 3 – cat.4 – Upstream transportation

tCO2e

209

133

219

Scope 3 – cat.9 – Downstream distribution

tCO2e

110

141

Scope 3 – cat.12 – End of life of sold products

tCO2e

121

149

162

Share of suppliers covered by our environmental assessment

% unit sold

76%

Share of renewable electricity in production

1.1%

55% by FY27

Share of suppliers having a water risk management plan

35%

80% by FY30

Share of recycled waste from production

59%

75% by FY30

SUPPLY CHAIN ENVIRONMENTAL DATA

NA = Not measured

SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

APPENDIX

SOCIAL INDICATORS

UNIT

FY21

FY22

FY23

FY23 vs FY21

OBJECTIVES

Strategic suppliers who have signed our Code of Conduct

91%

96%

100% by FY23

SEDEX member suppliers

93%

100% by FY23

Strategic suppliers who have had a SMETA audit or equivalent in the last 2 years

49%

50% by FY23

Share of employees identifying as women in the Group

46%

42%

>40% by end 2024

Percentage of women in the Executive Committee

50%

40%

>40% by end 2024

Employee response rate to annual employee engagement survey

90%

Employees who are « satisfied » or « very satisfied » at work

Employee engagement score

INDICATORS

UNIT

FY21

FY22

FY23

Number of ESG ambassadors

15 by FY24

Percentage of employees attending Climate Fresk workshops

92%

100% by 2024

Number of local initiatives led by ESG ambassadors

# per year

30 per year

B Corp BIA score after self-assessment

/200

80 by end 2024

RESPONSIBLE PROCUREMENT

EMPLOYEE ENGAGEMENT AND DIVERSITY

75 by end 2027

GOVERNANCE

NA = Not measured

FY23 vs FY21

OBJECTIVES

This year, we improved our methodology and retroactively calculated our greenhouse gas emissions from FY21 to FY23. Our update includes: • Measuring and evaluating GHG emissions linked to waste in production at our suppliers’ sites • Improvements of our energy consumption measures from production sites (granularity, process and product types) • Inclusion of renewable energy in production • Transport data directly taken from our transporter data,

SPECIFIC METHODOLOGIES

improving the precision of our measurements • Inclusion of specific emission factors linked to recycled

Methodology for calculating the carbon footprint

or bio-based materials, taken from third-party verified

Bollé Brands has been calculating its carbon footprint

supplier data.

since 2021. Sustainable development consultancy UTOPIES drew up the methodology and carried out the

Methodology for calculating the biodiversity footprint

first carbon footprint assessment. The methodology is

Bollé Brands has been calculating its biodiversity

based on the GHG Protocol and the CO2e emissions are

footprint since 2022 using the Global Biodiversity Score

calculated for Scopes 1, 2 and 3. More than 99% of our

(GBS) methodology and associated tools developed

emissions fall under Scope 3 and the majority of these

by the Caisse des Dépôts Biodiversité. The tools require

emissions are related to the life cycle of our products.

the collection of a significant amount of data including: financial information, product and material purchases,

Product life cycle emissions

greenhouse gas emissions, water consumptions, land use

These emissions are calculated by brand (Serengeti, Bollé,

data etc.

Bollé Safety etc.), product category (helmets, goggles, masks, etc.) and certain sub-categories (eco-friendly

The GBS Tool subsequently converts and models this

products, frame materials, etc.). For each item in a brand/

information into pressures and ultimately impacts on

category/subcategory, we considered a representative

biodiversity, measured in MSA.km².

product for which we calculated the CO2e emissions with

In our measures and analysis, the biodiversity impacts are

a cradle-to-grave approach. This methodology enabled

calculated

us to build a carbon footprint highlighting our emission

• by Scope (scope 1, scope 3 upstream, scope 3 down-

reduction levers.

stream) • by Brand (Bollé, Bollé Safety etc.)

Other programs

• by pressure type (Climate Change, Land Use, Ecotoxicity,

• Scope 2: emissions related to energy consumption in

Pollution)

our offices, location-based and market-based methodologies

• by data type (financial data, material data, greenhouse

• Other Scope 3 emissions: related to all expenditure not

gas emissions etc.)

directly associated with the product life cycle. Spend-based

• differentiating dynamic and static impacts

method.

• differentiating aquatic and terrestrial impacts SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

APPENDIX DEFINITIONS Bio-sourced material: material derived from renewable

Paris Agreement: signed by 193 members of the United

organic matter (biomass), of plant or animal origin.

Nations Framework Convention on Climate Change, this

Some of these materials can be used as alternatives to

agreement aims to keep the increase in global average

petrochemical-based plastics.

temperature well below 2°C above pre-industrial levels

Code of conduct: a set of business practices and standards

and preferably below 1.5°C.

that a company establishes and asks its stakeholders

Recycled material: this material can be derived from

(employees, suppliers and other partners) to respect

pre-industrial recycling (e.g. production off-cuts) or

when entering into business relationships.

post-industrial recycling (e.g. end-of-life product recycling).

CO2e (CO2 equivalent): a unit of measurement to standardize the climate effect of different greenhouse

It generally has a lower environmental impact than virgin materials.

gases. CO2 equivalent is the amount of carbon dioxide

Science-Based Target Initiative: an independent organi-

(CO2) that would cause the same contribution to climate

zation that certifies companies’ CO2e emission reduction

change over a defined period of time (typically 100

targets. It verifies that the short-term (5 to 15 years) and

years).

long-term (contribution to carbon neutrality) objectives

EF.3.0: environmental footprint database recognized by

are well aligned with the Paris Agreement.

the European Commission to realize Product Environmental

SDGs (Sustainable Development Goals): these goals

Footprint Calculations.

are the 17 priorities for 2030, for economic and social

Employee Engagement Score: score calculated by an internal methodology, correlated with employees’ declared

development that respect people and the planet. They were adopted in 2015 by the UN.

satisfaction at work and attrition rates. For Bollé Brands,

United Nations Global Compact: this initiative calls on

the score is based on 15 questions taken from the yearly

companies to align their strategy and operations with the

employee engagement survey, measuring the share of

ten universal principles related to human rights, labour,

employees scoring above 7/10 on these questions.

environment and anti-corruption, and to take action

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. Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES): independent intergovernmental body established by States to strengthen the science-policy interface for biodiversity and ecosystem services for the conservation and sustainable use of biodiversity, long-term human well-being and sustainable development. 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. Low carbon electricity: electricity generated by a source that emits low volumes of greenhouse gas in the atmosphere. This includes most renewable electricity sources and nuclear power.

to advance social goals and the implementation of the SDGs.

SU STA I N A B LE DEVELOPMEN T R EP ORT 2 02 3

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 support us on a daily basis in the deployment of our ESG roadmap and on our objective to achieve B Corp certification in 2024. We would also like to thank our other partners who support us in ESG projects that are crucial to our business, including the SEDEX teams, Outdoor Sports Valley, Gingko21 and Altermaker. The environmental and social challenges we face call for a collective response. Thanks to the collaborative work of all our stakeholders, we are energized and motivated to help profoundly change our industry.

IMAGES Cover : Layla Kerley - P.5 : Marla, Heaps and Woods - P.6 : Gabe L’Heureux / Morgan Bodet - P.8 : Layla Kerley - P.9 : Stéphane Candé / Dana Trippe / Frédéric Bourcier - P.10 : Stéphane Candé - P.11 : Frédéric Bourcier / Heaps and Woods - P.12: Stéphane Candé - P.13: Layla Kerley - P.14: Layla Kerley P.24: Frédéric Bourcier - P.25: Layla Kerley - P.26: Frédéric Bourcier - P.28: Valeria Vasi - P.29: Frédéric Bourcier - P.30: Frédéric Bourcier - P.32: Dana Trippe P.33: Gabe L’Heureux - P.34: Frédéric Bourcier - P.37: Gabe L’Heureux - P.38: Frédéric Bourcier / Panamera - P.39: Heaps and Woods - P.43: Thibault Montoni P.44: Frédéric Bourcier - P.45: Layla Kerley.

B OL L E BRA N DS

bolle-safety.com

serengeti-eyewear.com

34, rue de la Soie, 69100 VILLEURBANNE

bolle.com

spyoptic.com